Attachment_I_-_Statement_of_Work.pdf

STATEMENT OF WORK

FOR THE

TRANSPORTATION SECURITY ADMINISTRATION (TSA)

OFFICE OF HUMAN CAPITAL

HUMAN RESOURCES (HR) SUPPORT SERVICES

FOR

PERSONNEL ACTIONS, PAYROLL, AND BENEFITS (PP&B)

March 2016

SOURCE SELECTION SENSITIVE

Contents

1 Background Information

2 Scope

3 Orientation Support

4 eOrientation Support

5 E-Verify Program Support

6 New Hire Processing

7 eOPF Maintenance and Recordkeeping

8 Processing Requests for Personnel Action (SF-52)

9 Mass Processing: Personnel Transactions

10 Separation Actions: Personnel Transactions

11 Benefits Transactions

12 Payroll

13 Payroll - EPP Non-Usage Document Processing

14 Payroll - EPP Reject Processing

15 Payroll - Leave Administration, Adjustments, and Audits

16 Payroll - Lump Sum Annual Leave Payments

17 Payroll – Voluntary Leave Transfer Program (VLTP)

18 Payroll - Debt Management

19 Payroll - WebTA

20 Payroll – eTAS Kronos Workforce Central

21 Special Handling

22 Overall Personnel, Benefits, and Payroll Support Functions

23 Training Conference

24 Response to Customer Service Center Tier 1

25 Reporting

26 Records Management

27 Audits

28 System Requirements

29 Place of Performance

30 Travel

31 Information Assurance (IA) Requirements

32 Configuration Management (Hardware/Software)

33 Risk Management Framework

34 Contingency Planning

35 Program Performance

36 Federal Risk and Authorization Management Program (FedRAMP)

37 Information Assurance Policy

38 Data Stored/Processed at Contractor Site

39 Remote Access

40 Interconnection Security Agreement

41 SBU Data Privacy and Protection

42 Disposition of Government Resources

43 Special Considerations and Circumstances (If Applicable)

44 DHS and TSA Enterprise Architecture Compliance

45 DHS Cyber Hygiene and Privacy

46 Accessibility Requirements (Section 508)

47 Program Management, Quality Control

48 Contract Closeout

49 Deliverables

1 Background Information

The mission of the Transportation Security Administration (TSA) is to protect the United States transportation systems and to ensure freedom of movement for people and commerce. TSA sets the standard for excellence in transportation security through people, processes, and technology, and is committed to promoting a culture founded on the values of integrity, innovation, and team spirit. In conjunction with state, local, and regional partners, TSA oversees security for the nation’s highways, railroads, buses, mass transit systems, seaports, and its 450 Federalized airports. TSA has approximately 60,000 employees located at a headquarters situated in Arlington, Virginia, 450 Federalized airports, and twenty-five (25) field office locations throughout the United States and US territories, as well as a number of international locations.

TSA’s Office of Human Capital (OHC) provides TSA employees with comprehensive human capital services. It is important to note that TSA is an Excepted Service agency and selected functions are exempt from Title 5 of the United States Code (USC). TSA needs contractor services to process Personnel Actions, Payroll, and Benefits (PP&B) transactions. TSA will continue to use systems and guidelines set forth by the Department of Agriculture’s National Finance Center (NFC) for these functions.

The following information is intended to provide the PP&B Contractor with additional context and background pertaining to this solicitation.

As currently envisioned, TSA intends to competitively award up to 4 separate, but related contracts, that span the full lifecycle of the TSA employment process. In addition to requirements in this PP&B SOW, TSA anticipates the following HR-related requirements to be separately and competitively awarded:

• Customer Service Center (CSC)

• TSA Assessment Platform (TAP)

• Recruitment and Hiring (R&H)

Customer Service Center: A Customer Service Center (CSC) is needed to assist candidates and employees with questions that can be easily answered using vendor-created/government-approved content and resources. The scope of questions will range throughout the entire employee lifecycle to include recruitment, job application and hiring process, hiring, orientation, onboarding, employee benefits changes, payroll, time and attendance, basic retirement, employee performance management, promotions, background check, reassignments, assessments, personnel transactions, and separation of employment. The CSC shall also assist TSA candidates and employees with password resets and system troubleshooting for TSA’s HR systems. A key component of the customer service center requirement is a full complement of systems (e.g., case management tracking, phone, Interactive Voice Response (IVR), chat, analytics, fax, reporting, etc.) that is available and can be used by both the vendor and government. TSA OHC requires the channels of customer contact to provide high levels of customer satisfaction. The graphic below depicts the customer contact process flow for the CSC.

TSA Assessment Platform (TAP): The Employee Assessment Management System (EAMS) is the tool TSA currently uses to assess job knowledge. These assessments are comprised of questions drawn from TSA’s Standard Operating Procedures, guidance, training curriculum, and other relevant materials. These assessments or tests vary depending on the specific function performed by a TSO and are typically scored as pass/fail. Previously, TSA has not had a unified system that can be used to develop, administer and analyze assessments for selection, promotion, and certification. To this end, TSA seeks to establish a TSA Assessment Platform (TAP) to ensure that assessments can be administered in a timely manner to applicants and individuals across the agency, while maintaining or improving the efficiency and effectiveness of these processes.

The new TAP system will offer a library of assessments that can be readily accessed and administered to applicants, and have the capability to administer TSA or third-party custom-developed assessments. The TAP will be used by TSA to evaluate candidates and incumbents within a variety of positions including Transportation Security Officers (TSOs); Screening Partnership Program (SPP) screeners; Federal Air Marshals (FAMs); management, administrative, and professional (MAP) positions; and executive positions. TAP is expected to be Commercial-off-the-Shelf (COTS) technology which seamlessly integrates with all TSA hiring systems (Government furnished and third party) and the Learning Management System (LMS).

Contractor-managed test sites are expected to be situated at various regional locations and major metropolitan areas across the fifty (50) United States, the District of Columbia (DC), and all U.S.

territories and possessions. TSA expects 200,000 certification tests for TSA’s current TSO workforce. TSA anticipates that roughly 175,000 of these assessments will be conducted online and 25,000 offline each year. These numbers may vary from year to year. Additionally, for selection and promotion assessments, TSA anticipates 45,000 for TSO candidates, 25,000 for MAP, 9,000 FAMS, and 500 executive applicants.

Recruitment and Hiring (R&H): TSA’s recruitment efforts involve providing comprehensive professional support for all of TSA’s recruitment needs – both field and Headquarters positions – including analysis, plan and strategy development, marketing, ad placement in all appropriate media, participation in and coordination of job fairs and other events, and report preparation. TSA is active with a variety of focused recruitment initiatives, including: Veterans, Women, Diversity, Individuals with Disabilities, and Student Programs. There are three primary categories of field employees at TSA:

• Entry level Transportation Security Officer (TSO)

• Entry level Federal Air Marshal (FAM)

• Standard Field Management, Administrative, and Professional Positions (MAP) o Including, but not limited to: Lead Transportation Security Officer (LTSO), Supervisory Transportation Security Officer (STSO), Coordination Center Officer (CCO), Behavior Detection Officer (BDO), Assistant Federal Security Director (AFSD), Hiring Specialist, Financial Specialist, etc.

Transportation Security Officers: To effectively and efficiently meet the hiring needs of more than 450 federalized airports, TSA utilizes a local hiring model to initiate and execute numerous phases of the TSO hiring process; portions of which are centrally controlled and portions of which are decentralized to the local TSA staff at the airport.

Federal Air Marshals: The Federal Air Marshal (FAM) position is a critical component of our Nation’s homeland security efforts, and TSA must ensure that all persons hired as FAMs can perform the job safely, efficiently, and effectively.

Standard Field Management, Administrative, and Professional Positions (MAP): TSA has a number of Standard Field MAP positions that it recruits for and hires at its nationwide Airports and FAMS Field Office locations. For those common, frequently filled Field positions, TSA relies upon contractor assistance to engage with the various field locations and facilitate the federal hiring process to address their specific hiring needs; to include filling internal promotion processes. Last Fiscal Year, there were approximately 1,800 Field MAP JOAs posted resulting in 3,350 hiring actions for Standard Field MAP positions.

Non-standard MAP Positions: TSA has a number of standard and non-standard MAP positions, certain K band Executive positions, L and M band Executive positions, and TSES positions that it recruits for and hires at its Headquarters and Field Office locations. In support of filling these positions, TSA utilizes government HR staff resources. In order to support operational and reporting efficiencies and to provide a uniform experience for agency managers, TSA desires its federal HR staff to use the same automated staffing/hiring solution(s) the Contractor uses for filling the agency’s field positons to fill its HQ positions.

In order to fulfill the requirements of this PP&B solicitation, the Contractor is required to coordinate and cooperate with all other TSA contractors supporting the Personnel Futures Program, and TSA Human Resources generally. The Contractor shall request TSA information from all other applicable contractors needed to perform services under this PP&B SOW in a timely manner. Failure to do so shall not be considered an excusable delay.

2 Scope

TSA is seeking contractor services for the following functions:

2.1 Meet increased quantities in personnel transactions due to unexpected attrition, increased hiring, and external pressures. During surges, provide the resources to complete work in required timeframes without adverse impact to baseline operations.

2.2 Accommodate different TSA populations at more than 450 geographically dispersed airports in all 50 states, the District of Columbia, and territories and possessions where the United States is responsible for security for airports or other modes of transportation.

2.3 Using an Extract, Transform, Load, and Test or comparable methodology, the Contractor shall extract data from source system(s), transform the data (e.g., clean, filter, validate, etc.), load the transformed data into the target database (e.g., the Contractor’s e-Orientation System), and conduct required testing to ensure applicable data is accurate, complete, and timely for successful operations. The Contractor shall also provide the necessary training and system and user access to TSA and its authorized contractors who, in the performance of their duties, are required to view and/or update information within the Contractor’s e-Orientation System (See Section 4).

2.4 Process and resolve issues of all personnel, payroll, and benefits processing (excluding retirement–related transactions that are not specified in this SOW) for all TSA employees including Executives and employees in the Transportation Security Executive Service (TSES).

2.5 Provide advisory services to TSA OHC employees on complex transactional personnel, payroll and benefits processes and system issues (e.g., new initiatives that the Agency may want to launch, settlement cases, how to address hundreds of employees who have an annual leave carry over balance that is greater than their appointment allows; system issues with contractor-owned or government-owned systems such as NFC, EmpowHR, KAPOW, eOrientation, etc.).

2.6 Provide recommendations on enhancing current personnel, payroll, and benefits processes and processing systems to increase timeliness, and to reduce redundancies and manual processing.

2.7 Provide educational/training services for all TSA employees in a Human Resources (HR) support function (both field and HQ employees).

2.8 Provide support services for orientation and onboarding of new-hires.

2.9 Provide support services for leave administration, unemployment compensation, and time and attendance systems.

2.10 Provide support to the Customer Service Center in tickets related to PP&B transactions of the types performed under this contract. See Section 24 Response to Customer Service Center Tier 1.

2.11 Update the Customer Service Center tracking system with updated statuses and documents for all benefits and payroll transactions. The Customer Service system will be provided via separate TSA contract action, and necessary training and access to the system will be provided to support related requirements in this SOW.

2.12 Provide consulting support, communications content, and media to support field and HQ HR activities (e.g., reference materials, job aids, mouse pads, posters, packaging and shipping, etc.).

2.13 Update Standard Operating Procedures (SOPs) and Process Flow Documents, as required and subject to OHC approval.

2.14 Contractor capabilities must be flexible and easily adaptable to accommodate TSA’s human capital policies and operations. Current detailed lifecycle scenarios and interaction points between a user, the system, and other external systems are articulated in the current OHC SOPs which will provided to the Contractor upon contract award. The Contractor shall process all transactions according to business rules specified by the government to include timeframes and performance metrics. The Contractor shall also comply with all appropriate guidance in the processing of TSA Requests for Personnel Actions (RPAs), benefit elections, and payroll documents to include:

2.14.1 The Office of Personnel Management (OPM) Guide to Processing Personnel Actions (GPPA).

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

2.14.3 5 CFR – as applicable to TSA (e.g., for benefits administration, veterans preference, etc.).

2.14.4 Federal Employees’ Health Benefits (FEHB) Handbook for Personnel and Payroll Offices.

2.14.5 TSA Management Directives (MDs) and Handbooks, Human Capital Management Policies and Guidance related to pay, absence and leave, electronic Time and Attendance System (eTAS) and Hours of Duty.

2.14.6 NFC Bulletins, Requirements and Guidance, which can be accessed at:

https://www.nfc.usda.gov/index.html

2.14.7 The Federal Employee’s Group Life Insurance (FEGLI) Program – A Handbook for Employees, Annuitants, and Employing Offices.

2.15 These services also require an understanding of and compliance with statutory merit system principles and prohibited personnel practices as well as the human resource requirements in the Aviation and Transportation Security Act (ATSA), Public Law 107-71 (November 19, 2001), which can be accessed at:

https://www.tsa.gov/sites/default/files/publications/pdf/aviation_and_transportation_security_a ct_atsa_public_law_107_1771.pdf.

https://www.nfc.usda.gov/index.html https://www.tsa.gov/sites/default/files/publications/pdf/aviation_and_transportation_security_act_atsa_public_law_107_1771.pdf https://www.tsa.gov/sites/default/files/publications/pdf/aviation_and_transportation_security_act_atsa_public_law_107_1771.pdf

2.16 The Contractor shall be required to produce quality deliverable products and complete transactions with minimal errors in accuracy (technical correctness), spelling, and grammar. The contractor shall be responsible for the timely completion and coordination of services required and shall promptly remedy and correct any errors or deficiencies identified by the Government or contractor. If the error/deficiency is caused by the contractor, no additional compensation will be provided to correct said transaction.

3 Orientation Support

At the beginning of each federal Pay Period, TSA conducts new hire orientation sessions at numerous geographic locations, which include Headquarters (HQ), airport, and field office locations across the continental United States, Alaska, Hawaii and the U.S. Territories. The size of each new hire class is based upon the unique hiring requirements at a specific duty station. While similar in nature, the level and type of support provided to TSA HQ and field locations can vary based on volume of new hires entering on duty and the availability of local TSA staff resources. Typically, airport and field office locations are self-sufficient with conducting the actual orientation session. However, there are instances when on-site support may be required.

The Contractor shall conduct bi-weekly Orientation sessions by performing the following:

3.1 Conduct off- and on-site support (i.e., at TSA HQ, and field and airport locations).

3.2 Review and perform quality control on the new hire paperwork completed by all new hires prior to orientation, assisting these new hires to fully complete their new hire paperwork prior to orientation and contacting them when necessary.

3.3 Print and organize all new hire paperwork into individual packages prior to orientation day and deliver them to the orientation session when on-site support is needed and at the TSA Headquarter location each pay period.

3.4 Ensure all new hires are on the Entrance On Duty (EOD) Roster (a.k.a. Certificate Roster).

3.5 Provide direct instruction to orientation participants regarding the contents of their new hire packages when on-site support is needed and at the TSA Headquarter location each pay period.

3.6 Ensure that required or optional forms (as directed by TSA) are placed into their respective Electronic Official Personnel File (eOPF).

3.7 Validate employee identification.

3.8 Develop and maintain a standard presentation that airports and field offices can access to use as their orientation day presentations.

3.9 Communicate with new hires as needed to ensure pre-EOD paperwork is completed.

3.10 Assist airport Hiring Point of Contacts (POCs) with questions they have about the orientation process and the handling of the signature forms.

3.11 Attend and support the delivery of orientation, which includes providing new hires with their packages of all wet signature forms, benefits information, system access, pay calendar, and contact information.

3.12 Provide direction and instructions to new hires on how to complete all of their wet signature forms when on-site support is needed and at the TSA Headquarter location each pay period.

Perform a quality review and validation on all required employment forms, and collect all forms in packages to be used for entry into the NFC system and uploaded into their Official Personnel Folder via the eOPF system.

3.13 Provide support to new hires who may not have been able to complete their forms via the eOrientation tool prior to orientation day, due to extenuating circumstances, to properly complete all required EOD forms on their schedule orientation day when on-site support is needed and at the TSA Headquarters location each pay period.

3.14 Collect proper identification for I-9 forms and perform e-Verify validation, including photo matching.

3.15 Assist with uniform measurements (applicable for Transportation Security Officers (TSO) new hires only and only when on-site support is needed).

3.16 Provide information on Benefits and other information (BENEFEDS, FEGLI, Thrift Savings Plan (TSP), military buyback, change of address, etc.) when on-site support is needed and at the TSA Headquarter location each pay period.

3.17 Process all new hire personnel actions based on legal proof of name, date of birth, address and other biographical information.

3.18 Receive, review, and route all orientation forms and engage the appropriate hiring POCs if documents are missing or are incomplete.

3.19 Provide support and contact information to assist all new hires after orientation and to ensure employee personnel folders are appropriately updated with follow-on paperwork and to ensure benefits paperwork is processed in a timely manner.

3.20 Provide resources to obtain and process missing documentation required for new employees, to include: prior service Official Personnel Folders (OPF), Requests for Preliminary Employment Data (SF-75s), and EOD paperwork.

4 eOrientation Support

The Contractor shall provide TSA with an automated online tool used to streamline the onboarding process for TSA new hires. Subject to TSA approval, the Contractor may host their online tool within an appropriate contractor owned/controlled facility. The Contractor shall receive notification (in order to create a profile) from TSA and/or its Recruitment and Hiring Service Provider of candidates that have accepted their final job offers and need to be on-boarded. The eOrientation tool will include online presentations to prospective employees to help familiarize them with the history, MDs, handbooks, compensation and benefits provided by TSA. It shall also allow new hires to fill out important forms via an online user interface (e.g., W-4 Tax Withholdings, Direct Deposit, Health Benefits, Life Insurance, individual state tax forms etc.) and electronically sign and submit them as part of the on-boarding process. The intent of the tool is to minimize the amount of paperwork and orientation information that must be completed on the new hire’s first day and to reduce the likelihood of any errors in the new hire’s EOD forms. In support of the requirement for an eOrientation tool, the Contractor shall provide a system that must:

4.1 Provide new employees a welcome message after the employee has accepted employment. The welcome message shall provide access to the e-Orientation tool and instructions to complete their new hire paperwork.

4.2 Guide TSA new hires to view all agency-approved orientation content and to electronically complete and digitally sign their new hire forms to the maximum extent possible.

4.3 Be user friendly, intuitive, and have ease of operations for all users, which include new hires and administrators at local airports, field offices and TSA headquarters.

4.4 Provide separate profiles within the eOrientation tool for each position type (e.g., TSO Full-time (FT), TSO Part-time (PT), Management, Administrative, and Professional (MAP) Field, MAP HQ, MAP Not to Exceed (NTE), TSES, Federal Air Marshal (FAM), etc.) which allows for different types of document requirements that are specific to each type of employment.

4.5 Provide the ability to quickly and easily develop additional profiles for other position types, such as student program participants at OHC’s direction.

4.6 Accommodate rapid changes to the tool’s content (e.g., TSA MDs, TSA Handbooks, new hire forms, offer letters, new hire correspondence, etc.) within 30 calendar days of the submission of the agency’s request or a period of time determined by TSA and enable TSA personnel to update the static content within the tool.

4.7 Accommodate rapid changes to orientation presentation content (e.g., descriptions, instructions, photos, photo captions, etc.) within 30 calendar days of the submission of the agency’s request or a period of time determined by TSA and enable TSA personnel to update the content within the tool.

4.8 Ensure that related fields are accurate (e.g., employment history dates do not precede individual’s birthdate) and providing an indication to the new hire when a validation error that must be remedied has been identified (e.g., pop-up screens).

4.9 Provide the ability to process external new hires, as well as Federal transfers, and reinstatements (i.e., former employees that are being re-hired).

4.10 Support ease of use by new hires by means of a multimedia welcome to the eOrientation tool and introductions to the content of each section of the eOrientation process.

4.11 Meet all the Graphical User Interface Requirements and Section 508 of the Rehabilitation Act.

4.12 Provide administrators with the ability to monitor their new hires’ progress towards completing their entry on duty forms and perform quality assurance checks in the eOrientation tool prior to day of orientation.

4.13 Allow printing function for all appropriate sections of the eOrientation tool including all forms, offer letters, and new hire correspondence related to orientation. Include the ability for local airport and field office administrators to print electronically signed and wet signature forms as needed.

4.14 Provide an eOrientation system instruction manual, preferably in an electronic format, to all administrators.

4.15 Provide an e-Orientation Incident Outage Report as system outages occur.

4.16 Provide quarterly on-site or web-based eOrientation tool training to administrators as directed by TSA OHC. The on-site or web-based orientation process training must be delivered to airport staff and delivered to FAMS Field Offices staff separately.

4.17 Provide new hires a task list that shows them which portions of the eOrientation process (e.g., job offer letter, orientation presentation content, EOD forms, benefits election forms, etc.) have been completed, which portions still remain to be completed, a completion progress indicator, and pertinent deadlines.

4.18 Allow new hires to view their official job offer letter and to electronically/digitally sign it. The job offer letter provides congratulatory language and information about the position for which the employee was selected, including: position title, pay grade, appointment type, duty location, and official EOD date. The base salary, locality pay, Cost Of Living Adjustment (COLA), if applicable, Law Enforcement Availability Pay (LEAP), if applicable, and total annual salary is pre-populated on a standard letter format. Each specific offer letter format is tailored to the specific position for which the new hire was selected. In addition, the offer letter shall provide the new hire with a clearly defined list of items to bring with them on orientation day.

4.19 Provide orientation presentations to the new hire in a logical sequence so that the information is easily understood by new hires. The tool may also lock down content in later sections until the content in preceding sections has been completed. The content in the tool shall be customizable according to the employee’s position title.

4.20 The tool shall include the following sections: Welcome, History of the Organization, Code of Conduct, Payroll and Timekeeping, eTAS, federal benefits overview, FEHB, FEGLI, federal retirement programs, supplemental programs, TSA career coaching services, Employee Personnel Page (EPP), uniforms, and a conclusion. The detailed content for these sections will be provided by TSA after contract award.

4.21 The vendor’s system must support this section as described below, such that it provides all new hires access to the latest yearly Federal and State Tax Forms so they can be electronically completed. The applicable Tax Forms are automatically generated for electronic completion based on the employee’s current contact information. This section includes access to:

4.21.1 All required EOD Forms that are required prior to an employee onboarding and allows new hires to have electronic signature capability.

4.21.2 Benefits Election Forms contained within the tool are available for viewing and easy print out and are available for the employee up to 60 calendar days post-employment.

4.21.3 Wet Signature Forms (e.g., Employment Eligibility Verification, Computer Access Agreement, Appointment Affidavit, Mobility Agreement, Submission Acknowledgement forms, etc.) are available within the tool for access by the administrators and have print out capability for use on Orientation day. All employees must sign these documents at Orientation.

4.22 Fully integrate and be able to receive information from TSA’s Hiring Systems (system specifications provided post award).

4.23 Ensure that new hires receive appropriate correspondence at each gateway of the eOrientation process.

4.24 Provide individual airports and field offices with the ability to self-service the customization of default data elements in the automated new hire correspondence pertaining to orientation day logistics while keeping standard elements intact. Electronic system shall allow information to be populated, and forms and documents to be updated, added or replaced by TSA, based on user-roles (e.g., headquarters employees, field employees, candidates, etc.).

4.25 Provide and maintain an operable disaster recovery plan in the event the deployed eOrientation tool becomes unavailable or unreliable. Manual workarounds must be ready for immediate deployment in order to avoid any delays or disruptions to the orientation process that would hinder TSA’s ability to fulfill critical staffing requirements as scheduled.

4.26 Provide eOrientation end-user support to new hires, assisting them with accessing the tool, navigation, and completing their online forms prior to orientation day.

4.27 Scheduled downtime for the Contractor-provided eOrientation system shall be negotiated with TSA at least 10 business days in advance. Unscheduled downtime shall not exceed a combined total of 30 hours in one year.

5 E-Verify Program Support

TSA is responsible for being fully compliant with the requirements of the United States Citizenship and Immigration Services (USCIS) and Social Security Administration (SSA) e-Verify Program. The e-Verify Program is an internet based program used to verify the employment eligibility of employees working in the United States. The e-Verify program works with I-9 data to validate against the SSA database for citizens and validate against the USCIS database for authorized aliens. In support of the e-Verify Program, the Contractor shall:

5.1 Quality check all I-9 forms submitted from the various new hire orientation sessions, contacting the submitting party if the form is in error or missing any required fields.

5.2 Use the e-Verify system to initiate verification by inputting each new hire’s data into the e-Verify system, including photo verification, within three (3) standard business days to obtain eligibility results.

5.3 Validate e-Verify at 100% and/or determine discrepancies for quick resolution.

5.4 Advise TSA of any discrepancies, informing OHC and the Hiring Manager of the discrepancy and working with the new hire to resolve their ineligibility result.

6 New Hire Processing

In support of New Hire Document Processing, the Contractor shall:

6.1 Ensure that new hire documentation is properly processed/coded for all required data elements such as U.S. Citizenship, handicap, veterans preference, Race or National Origin, pay band, special employment programs, uniformed services status, veteran status, annual leave eligibility, education/certification, tenure group, position occupied, direct deposit forms, FEHB, FEGLI, TSP, and pay setting including Law Enforcement Availability Pay.

6.2 For new-hires with prior federal government experience and/or military service, the Contractor shall upload appropriate data into a federal retirement calculator tool as determined by TSA to determine the service computation dates to upload data into the new hire record.

6.3 Obtain and process missing documentation required for new employees to include: prior service, Requests for Preliminary Employment Data (SF-75s), and EOD paperwork.

6.4 Provide new hire data to EmpowHR, Web Time and Attendance (WebTA), eTAS, eOPF, Online Learning Center (OLC) and any other TSA designated system.

6.5 Conduct audits of all case files, including EOD Package and Job Offer Letter, to ensure compliance with applicable rules and regulations, as well as proper documentation and storage of all materials.

6.6 Complete new hire package processing within 3 business days from receipt of a complete and accurate new hire package from TSA.

7 eOPF Maintenance and Recordkeeping

The Contractor shall follow the maintenance and disposition guidance issued by the National Personnel Record Center (NPRC), the OPM Guide to Personnel Recordkeeping (GPR), Enterprise Human Resources Integration (EHRI) Group, and National Archives and Records Administration (NARA) as it relates to the eOPF Recordkeeping and all documents as directed by TSA. Business rules will be developed by TSA OHC and the Contractor cooperatively and will be tied to performance. In support of Establishing and Maintaining Employee Records, the Contractor shall:

7.1 Possess a thorough knowledge of federal requirements regarding the disposition of records. All applicable laws, regulations and procedures must be followed.

7.2 Establish and maintain Employee Records in eOPF, performing all activities necessary for full and proper recordkeeping, including obtaining prior federal folders from other federal agencies and the NPRC. Outreach to previous agency and/or NPRC will occur the pay period after a new hire onboards who had prior federal service. Once prior federal folders are received, ensure service computation dates are correctly calculated and validate the transfer of any leave.

7.3 Scan, upload and index and maintain all GPR and TSA designated temporary documents, to include but not limited to a new hire’s resume or application, beneficiary forms, payroll documents and performance award SF 50s into eOPF system.

7.4 Adhere to the GPR when reconstructing official personnel folders.

7.5 Furnish information upon request, and provide duplication of eOPF records as required/requested to support TSA HR program.

7.6 Scan and upload beneficiary forms, payroll, performance records and manual SF-50s (Notification of Personnel Action) for all employees including settlement cases.

7.7 Upload subsequent payroll documents into eOPF as directed by TSA.

7.8 Ensure the availability of records as provided under the Privacy Act of 1974, 5 U.S.C. §552a as amended. This includes: TSA Office of Chief Counsel, Equal Employment Opportunity (EEO) Investigators, Inspection, DHS Office of Inspector General (OIG), Agriculture OIG, financial audits, external audits and investigators, and Freedom of Information Act (FOIA) upon approval by TSA

OHC.

7.9 Ensure the disposition of electronic folders is completed in compliance with the OPM EHRI and GPR to include the scrubbing and purging of folders within 90 days after employees separate.

7.10 Disposition and destroy all non-record hard copy documents, folders and paper OPFs in compliance with OPM regulations and in accordance to the General Record Schedule (GRS).

7.11 Prepare and ship paper OPFs to the NPRC for retention in accordance to the GRS. TSA will arrange the carriers for shipping.

8 Processing Requests for Personnel Action (SF-52)

The Contractor shall ensure all Requests for Personnel Action (RPAs) are processed in accordance with all applicable Federal laws and regulations, the OPM Guide GPPA, DHS, and TSA policies and NFC guidance. Personnel actions are submitted daily by TSA HQ and HR field support personnel. The Contractor shall quality- assure all personnel actions before they are transmitted to the NFC.

In support of SF-52 processing for Personnel Transactions, the Contractor shall utilize NFC’s EmpowHR/Entry Processing Inquiry and Correction System (EPIC), and government’s furnished KAPOW system to process requests for personnel actions. EmpowHR is a NFC Web-based automated system that interfaces directly with NFC Payroll/Personnel System. In support of Processing Requests for Personnel Actions, the Contractor shall:

8.1 Perform quality assurance (pre/post) of all Requests for Personnel Action (SF-52) and a pre-defined sample of Notice of Personnel Action (SF-50) to ensure compliance with OPM’s GPPA, DHS and TSA policies and directives.

8.2 Process complete and accurate personnel actions within two business days of receipt (unless the personnel action is effective two pay periods in advance). For complete and accurate personnel actions submitted with an effective date two pay periods in advance or greater, these personnel actions must be processed by the pay period in which they are effective.

8.3 Process mass annual performance awards outside of the TSA-furnished RPA IT System within one pay period.

8.4 Support and/or conduct the processing of the Comparative Equivalent Increase (CEI), Transportation Security Increase (TSI), or performance management adjustments (e.g.

Transportation Officer Performance System (TOPS), Employee Performance Management Program (EPMP) to base salary; or special pay adjustments as directed by TSA OHC.

8.5 Manually process all pay adjustments that are exceptions to normal processing (i.e., employees on pay retention).

8.6 Monitor and resolve EmpowHR Suspense Inquiry and Correction System (SINQ) errors. Action must be successfully processed and applied in NFC within one business day unless there is a systemic problem. SINQ errors that cannot be resolved must be raised to TSA.

8.7 Perform and provide pre- and post-processing reconciliation validation of the electronic requests for personnel actions system.

8.8 Process corrections or cancelations to personnel actions manually or through the automated systems, including any required History Corrections and Updates (HCUP) packages. Personnel actions that require a HCUP must be processed within one pay period of receipt.

8.9 Ensure the integrity of data on a pay period basis to identify and correct discrepancies in NFC.

9 Mass Processing: Personnel Transactions

Periodically, surges occur in processing demand, due to events scheduled by TSA OHC. OHC will discuss the parameters with the relevant stakeholders and program offices to scope out in detail the impacts and additional requirements, and will then negotiate timeframes and clarify any additional information or requirements.

In support of Mass Processing Requests for Personnel Actions, the Contractor shall:

9.1 Process all surges of personnel actions (e.g. New Hires, Position Title changes, Involuntary Workforce Reductions (IWR), realignments, mass transfers, annual performance awards and In Position Increases or other mass actions.

9.2 Research and correct all errors in order for personnel actions to apply within 1 business day.

9.3 Perform quality assurance (pre/post) of all actions processed.

10 Separation Actions: Personnel Transactions

In support of Processing Separation Actions, to include resignations, terminations, transfers, and removals the Contractor shall:

10.1 Process complete and accurate separation actions within two business days of receipt (unless the separation action is effective 2 pay periods in advance). For complete and accurate separation actions submitted with an effective date two pay periods in advance these separation actions must be processed by the pay period they are effective.

10.2 Assemble separation package and produce benefits forms for inclusion in the separation packages for resignations, terminations, and removals and disburse the package within two business days of receiving notice of separation. The disbursement of the package can be completed through the mail, email or link to a website providing all data security measures and protocols are met and approved by TSA.

10.3 Produce law enforcement certification form for all separations excluding retirements for law enforcement officers. This document shall be scanned and uploaded into the departing law enforcement officers’ eOPF and included in their separation package if they are resigning, being removed or terminated from the Agency.

10.4 For employees covered by the Collective Bargaining Agreement who transfer to another DHS component, process a cancellation of union dues if applicable.

11 Benefits Transactions

In support of Document Processing for Benefits Transactions, the Contractor shall:

11.1 Process complete and accurate benefits elections such as life insurance, TSP including TSP Catch-up contributions, and enrollments in the FEHB within four business days of receipt.

11.2 Monitor and resolve EmpowHR SINQ errors. Action must be successfully processed and applied in NFC within one business day unless there is a systemic problem. SINQ errors that cannot be resolved must be raised to TSA.

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

11.4 Process and enter complete and accurate open season documents not entered by the employee via the EPP, any additional open seasons as directed by OPM, benefits forms for employees transferring out of TSA, Beneficiary Forms, within four business days of receipt.

11.5 Calculate and process accurate Service Computation Date (leave and TSP) changes or corrections within four business days of receiving the required documentation.

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

11.7 Provide communication to TSA workforce regarding open seasons including but not limited to notifying employees when their FEHB plan is being dropped or the coverage area has changed.

Communication to TSA workforce will also include third party vendors such as Flexible Spending Account (FSAFEDS) Vision and Dental Coverage, BeneFEDS, and Federal Long Term Care Insurance and any additional open seasons as directed by OPM.

11.8 Process all necessary personnel actions and all payroll-related calculations, including generating manual SF-50s related to Federal Erroneous Retirement Coverage Corrections Act (FERCCA) and Retirement Error Correction cases, as provided by TSA, regardless of when the error occurred for active and/or former TSA employees. Complete packages shall be sent to NFC for the payroll and the Individual Retirement Record (IRR) for correction. The Contractor shall coordinate with other Federal agencies, as necessary, to resolve cases.

11.9 Prepare and mail length of service certificates and service pins for all TSA employees approaching milestone dates (5 years, 10 years, 20 years, 25 years, 30 years, and 40 years) to designated TSA locations on a semi-annual basis.

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

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

11.12 Reinstate insurance coverage and notify the Thrift Board as appropriate when an employee returns to duty. The reinstatement of coverage shall occur the pay period in which the Return to Duty (RTD) action is processed. Provide employees returning from Active Military duty their options regarding making up missed TSP contributions and provide the list to TSA within one pay period of processing the return to duty personnel action.

11.13 Produce a Law Enforcement Certification Form for all employees who move out of a Law Enforcement Officer (LEO) covered position to a non-LEO covered position. This document shall be scanned and uploaded into the employee’s eOPF.

11.14 Process all necessary personnel actions and all payroll-related calculations, including generating manual SF-50s related to approved retroactive LEO retirement coverage credit, as provided by TSA, for active and/or former TSA employees. Complete packages shall be sent to NFC for the payroll and the Individual Retirement Record (IRR) for correction. The Contractor shall coordinate with other Federal agencies, as necessary, to resolve cases.

12 Payroll

The Contractor shall process all payroll documents for TSA including: Residence Address, Allotments, Education Documents, Performance Appraisals, Tax Documents, Union Dues (Voluntary Employee Organization), Master File Change, Multi-Element Update, Combined Federal Campaign (CFC), and the Uniformed Services Status Code. The Contractor shall process all complete and accurate payroll transactions within 5 business days of receipt of the information from TSA employee. The Contractor shall:

12.1 Monitor, review, and update data fields, utilize the U.S. Department of Transportation (DOT) Employee Master Record (EMR) data for researching as needed, EmpowHR, NFC Payroll/Personnel System, Personnel Processing database, EPIC, Time Inquiry System (TINQ), WebTA, EPP, and eOPF. Data will be available to authorized Contractor personnel in the TSA Integrated Data Warehouse (IDW).

12.2 Process all manual Payments and adjustments for TSA including: No-Pay situations, refunds, retroactive payments, death cases, de facto employment pay, payroll corrections and adjustments, and miscellaneous payments and allowances such as tuition reimbursement, and foreign salary advances.

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

12.4 Reconcile leave balances between WebTA and the NFC Payroll/Personnel System utilizing a leave audit to assure the proper leave balances are in the NFC Payroll/Personnel System.

12.5 Notify and work with TSA on no-pay situations and actions required to correct the no-pay situation. Ensure the affected timekeeper is notified of any required actions on their part.

12.6 Research and notify TSA within 4 hours per the established protocols of identifying a no pay situation. Prepare necessary information and documentation in coordination with TSA to submit a manual payment request (Quick Payment Request) or a request for a salary advance (e.g., a “14 liner”) to NFC.

12.7 Document and research complaints of lost or missing payments or paper checks and escalate to

TSA.

12.8 Prior to payroll cut-off each pay period, run and distribute the uncertified T&A Report in WebTA and follow up with offices for resolution and provide TSA with a summary report.

12.9 Accept, review, and process payroll documents submitted in hardcopy by TSA employees and Field HR Specialists.

12.10 Process payroll documents into EmpowHR Including but not limited to: Employee Change of Address, Federal/State/County/City/Local Tax Data, Direct Deposit/Electronic Funds Transfer, Financial Allotments, FEHB during open season, TSP, and TSP Catch Up.

12.11 Forward to NFC for processing Change of Address for a separated employee for W-2 purposes only.

12.12 Retain or shred the uploaded documents, per TSA’s document retention policy.

12.13 Review, research, and correct all EPP SINQ errors via the EPIC system within one business day.

12.14 In those cases where the employees EPP intentions cannot be determined, the Contractor shall contact the employee or their HR Specialist to notify the employee of the error and to ascertain the intended transaction.

12.15 Research and correct errors caused by inaccuracies or discrepancies in EPP entries.

12.16 Enter the employee's intended transaction via EmpowHR or EPIC to resolve these errors.

12.17 Ensure the consistency of data between EPP and other automated NFC and TSA OHC systems.

13 Payroll - EPP Non-Usage Document Processing

The Contractor shall manually process actions in EmpowHR that employees could not process through EPP within 5 business days of receiving a complete and accurate document. In support of EPP Non- Usage Document Processing, the Contractor shall:

13.1 Accept, review, and process payroll documents submitted in hardcopy by TSA employees and Field HR Specialists.

13.2 Process payroll documents into EmpowHR Including but not limited to: Employee Change of Address, Federal/State/County/City/Local Tax Data, Direct Deposit/Electronic Funds Transfer, Financial Allotments, TSP, and TSP Catch Up. For FEHB open season elections submitted manually, complete and accurate elections will be processed with 10 business days of receipt.

13.3 Forward to NFC for processing Change of Address for a separated employee for W-2 purposes only.

13.4 Retain or shred the uploaded documents, in accordance with TSA MD 200.7, Records Management Program and TSA MD 1400.3, Information Technology Security.

14 Payroll - EPP Reject Processing

EPP does not notify employees of rejected transactions. In support of EPP Reject Processing – Payroll, the Contractor shall:

14.1 Review, research, and correct all EPP SINQ errors via the EPIC system within one business day.

14.2 In those cases where the employees EPP intentions cannot be determined, the Contractor shall contact the employee or their HR Specialist to notify the employee of the error and ascertain the intended transaction.

14.3 Research and correct errors caused by inaccuracies or discrepancies in EPP entries.

14.4 Enter the employee's intended transaction via EmpowHR or EPIC to resolve these errors within 2 days of when the employee’s intended transaction becomes known.

15 Payroll - Leave Administration, Adjustments, and Audits

Leave administration has historically been a challenge for TSA due to the discrepancies that occur between the NFC payroll system and WebTA. TSA is committed to ensuring the accuracy of its employee’s leave records and is open to solutions on how to reduce the level of effort needed to maintain these records in the future. In support of Leave Administration for Payroll, the Contractor shall:

15.1 Conduct all TSA leave adjustments and Leave audits as well as resolve any errors/discrepancies within one pay…