Attachment_I_-_SOW_-_A00001.pdf

RECRUITMENT AND HIRING (R&H)

SOURCE SELECTION SENSITIVE

Attachment I - STATEMENT OF WORK

FOR THE

TRANSPORTATION SECURITY ADMINISTRATION (TSA)

OFFICE OF HUMAN CAPITAL

HUMAN RESOURCES (HR) SUPPORT SERVICES

FOR

Contents

1 Background Information

2 Recruitment Support

2.1 Recruitment

3 Transportation Security Officer (TSO) Position Hiring Support

3.1 TSO Position Hiring Support

4 Federal Air Marshal (FAM) Position Hiring Support

4.1 FAM Position Hiring Support

5 Standard Field Management, Administrative, and Professional (MAP) Position Hiring Support

5.1 Standard Field MAP Position Hiring Support

6 TSA HQ MAP, Executive, and TSES Position Hiring Support

6.1 HQ MAP, Executive, and TSES Position Hiring Support

7 Overall Hiring Support Functions

7.1 Overall Hiring Support Functions

8 Special Handling

8.1 Special Handling

9 Reporting

9.1 Reporting

10 Records Management

10.1 Records Management

11 Other Support

11.1 Customer Service Center Support

11.2 HR Conference

12 Deliverables

13 Place of Performance

14 Travel

15 Information Assurance (IA) Requirements

15.1 Controls

15.2 General Security Responsibilities for Contract Performance

15.3 Configuration Management (Hardware/Software)

15.4 Risk Management Framework

15.5 Contingency Planning

15.6 Program Performance

15.7 Federal Risk and Authorization Management Program (FedRAMP)

15.8 Information Assurance Policy

15.9 Data Stored/Processed at Contractor Site

15.10 Remote Access

15.11 Interconnection Security Agreement

15.12 SBU Data Privacy and Protection

15.13 Disposition of Government Resources

15.14 Special Considerations and Circumstances (If Applicable)

15.15 DHS and TSA Enterprise Architecture Compliance

15.16 DHS Cyber Hygiene and Privacy

15.17 Accessibility Requirements (Section 508)

16 Program Management, Quality Control

16.1 Program Management, Quality Control

17 Incoming/Outgoing Transition

17.1 Incoming/Outgoing Transition

18 Business Process Reengineering (BPR) for TSO Recruitment and Hiring

18.1 Business Process Reengineering (BPR) Plan

19 Contract Closeout

19.1 Contract Closeout

20 Acquisition of Software Licenses

20.1 Acquisition of Software Licenses

1 Background Information

The Transportation Security Administration (TSA) Office of Human Capital (OHC) must recruit, hire and maintain a diverse, well-qualified workforce in compliance with the Aviation and Transportation Security

Act (ATSA), Public Law 107-71 (November 19, 2001), as well as other federal human resources requirements. Although TSA is not governed by Title 5 of the United States (U.S.) Code (USC), the Agency has entered into an Interchange Agreement with the U.S. Office of Personnel Management (OPM), which requires TSA to apply competitive principles for reciprocity that allows TSA employees to qualify for positions within Title 5 agencies and the inverse.

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), Human Resources

Specialist, Financial Specialist, etc.

The following information is intended to provide the Recruitment and Hiring (R&H) 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 this R&H requirement, TSA anticipates the following HR-related requirements to be separately and competitively awarded:

- Customer Service Center (CSC)

- TSA Assessment Platform (TAP)

- Personnel Actions, Payroll, and Benefits (PP&B)

Customer Service Center: A Customer Service Center 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 Customer Service Center 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

Customer Service Center.

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.

TSA Personnel, Payroll, and Benefits Operations: 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.

Coordination of R&H with other components of the Personnel Futures Program

In order to fulfill the requirements of this R&H 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 R&H SOW in a timely manner. Failure to do so shall not be considered an excusable delay.

Transaction Processing

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.

2 Recruitment Support

2.1 Recruitment

TSA’s recruitment efforts involve providing comprehensive professional support for all of TSA’s recruitment needs – both field and Headquarters (HQ) positions – including analysis, plan and strategy development, marketing, ad placement in all appropriate media, participation in and coordination of job fairs and other events, conduct outreach to recruitment sources and local community organizations, and report preparation. TSA actively participates in a variety of focused recruitment initiatives, including:

Veterans, Women, Diversity, Individuals with Disabilities, and Student Programs. In support of

Recruitment, the Contractor shall:

2.1.1 Serve as TSA’s expert advisor in discussions, documents, and reports, on a wide range of recruitment plans and activities. As such, the Contractor shall take into account current recruitment trends and technologies, industry best practices and effective strategies, TSA staff acquisition plans, and the job requirements and labor market conditions of the positions being filled (whether routine or exceptional).

2.1.2 Determine marketing requirements and provide expert-knowledge-based advice pertaining to:

recruitment strategies, candidate sources and resources, ad placement, branding, targeted marketing, and the TSA employment web page.

2.1.2.1 Expertise should include, but not be limited to, demonstrating Return on

Investment (ROI) for recruitment expenditures, recruitment cost efficiency, geographic specialization of recruitment knowledge, and knowledge of recruiting in small rural markets and major metropolitan areas.

2.1.3 Maintain effective communication with TSA and its contractors and partners, which includes, but is not limited to, establishing working relations with local employment and job services organizations to attract local applicants

2.1.4 Analyze and assess workforce planning needs, such as projected separations and the lead time to fill, or surge hiring demand for a given job series.

2.1.5 Recommend effective placement for job vacancy postings/advertisements in order to maximize

Return on Investment (ROI) in terms of attracting best qualified candidates to a given position.

2.1.6 Provide documents analyzing and evaluating TSA recruitment needs and objectives, reflecting the Contractor's expert advice on industry best practices and effective strategies.

2.1.7 Coordinate with TSA to ensure that ads, marketing activities, and participation in job fairs and other recruitment activities are properly timed to coincide with the open period of Job

Opportunity Announcements (JOAs) and respond to current or projected needs.

2.1.8 Prepare, update and maintain a Recruiter’s Guide for all TSA positions including information on recruitment best practices and how to obtain recruiting materials. TSA will provide the current version of the Recruiter’s Guide to the Contractor upon base contract award for the transition period. The Contractor shall update and deliver a revised edition of the Recruiter’s Guide to TSA by the end of the base contract transition period.

2.1.9 Prepare and present annual updates to recruitment plans and reports, including all required annual Federal reports, such as: Veterans Enhanced Strategic Recruitment Plan, Federal Equal

Opportunity Recruitment Program (FEORP) Report, Hispanic Employment Report, Disability

Veterans Affirmative Action Program (DVAAP) Report, Management Directive (MD) 715 (Race, National Origin (RNO) by Pay Band) Report, RNO Quarterly Report (Diversity Report) and Cert on

Demand Daily Action Report (Daily report that provides the listing of how many certs were requested and for which airports/users). A majority of the reports are template documents that require contractor assistance to populate relevant data.

2.1.10 Prepare Job Vacancy Advertisements and Marketing.

2.1.10.1 Prepare draft advertisements and other information to market positions.

2.1.10.2 Identify and recommend appropriate publications, newspapers, web sites, recruitment sites, colleges, universities, organizations, and local community venues (e.g., movie theatre trailers, billboards, public libraries, public transit, etc.) for ad placement.

2.1.10.2.1 The Contractor shall coordinate with TSA’s Office of Public Affairs regarding the use of Social Media for position advertising and branding, and for the creation of custom branded recruitment sites.

2.1.10.3 Submit to TSA for approval detailed cost estimates for recruitment events, media plans, outreach, and any other recruitment activities prior to execution.

2.1.10.4 Place advertisements as approved or requested by TSA.

2.1.10.5 Identify and work with TSA to engage appropriate colleges, universities, and organizations.

2.1.10.6 Track and report on advertising and marketing effectiveness by announcement.

Marketing effectiveness shall include, but is not limited to, reporting on number of applicants received by advertising source, and the advertising/recruitment source for each resulting new hire.

2.1.10.6.1 Leverage previously effective recruitment and advertising campaigns to influence future recruitment/advertising strategies in order to maximize use of recruitment and advertising funds.

2.1.11 Prepare and distribute recruitment materials.

2.1.11.1 Upon request, provide TSA with necessary recruitment materials to supplement their recruitment efforts and to target local recruitment sources

(as needed). Items may include: promotional materials, approved flyers or brochures, posters, banners, table cloths, table top pop-up displays, and/or portable recruitment displays.

2.1.11.2 Centrally maintain these recruitment materials and coordinate deployment, as required.

2.1.12 Identify and recommend recruitment sources.

2.1.12.1 Identify and recommend appropriate recruitment sources (e.g., universities, career fairs, groups, and organizations) for all TSA positions, taking into account such elements as: position descriptions/Job Analysis Tools (JAT), job requirements, staff acquisition plans, historical data from previous recruitment activities, cost, and knowledge of candidate pools.

2.1.12.2 Recommend recruiting sources, and work with the agency to engage these sources (e.g., universities, career fairs, groups, and organizations).

2.1.12.3 Provide annually to TSA updated lists of links to web sites that contain information about accredited higher education institutions, professional licensing, credentialing, and certification organizations; and post appropriate

TSA recruitment information on them.

2.1.13 Job Fairs, Recruitment Activities, Marketing Activities, and other events for TSA hiring programs, including: TSO, FAM, HQ and Field MAP Positions, Student Program, Individuals with Disabilities, Women’s Program, Diversity Recruitment, and Veterans Program.

2.1.13.1 Identify appropriate job fairs and other recruiting events that correspond to

TSA’s current and projected hiring needs, taking into account the staffing plans and requirements of TSA positions and locations; and submit plans for participation to TSA for approval.

2.1.13.2 Schedule and attend TSA approved job fairs and other recruiting events – providing coordination support to TSA employees (when possible), and participating as representatives of TSA (as needed) – to present TSA job opportunities and promote TSA as an employer of choice.

2.1.13.3 Upon request from TSA, coordinate special marketing materials and activities, such as: job fairs, information sessions, magazine articles and interviews, etc., for individuals with disabilities.

2.1.13.4 Track and report Job Fair and Marketing Activities effectiveness; provide Return on Investment (ROI) information for each event/activity that illustrates cost efficiency and quantities of applicants and hires of each campaign.

2.1.13.5 Provide timely After Action Reports that communicate the effectiveness and success of each recruitment effort.

2.1.13.5.1 Within 7 calendar days, submit an After Action Report that identifies the return on investment and success of standalone job fairs/recruitment events attended.

2.1.13.5.2 Within 12 calendar days, submit an After Action Report that identifies the return on investment of advertising/media utilized in support of individual recruitment plans after the closing of the associated position

Job Opportunity Announcement (JOA).

2.1.13.5.3 Within 7 calendar days, submit an After Action Report that identifies the return on investment and success of approved outreach efforts.

2.1.14 Conduct recruitment for TSO Hiring.

2.1.14.1 Develop, maintain, and update a TSO Recruitment Plan for each federalized airport that identifies respective airport and Contractor personnel activities, roles, and responsibilities for plan execution. TSA will provide the current versions of each airport’s Recruitment Plan to the Contractor upon base contract award for the transition period. The Contractor shall update and deliver revised editions of each airport’s Recruitment Plan to TSA by the end of the base contract transition period.

2.1.14.1.1 Each TSO Recruitment Plan must take into account input from the airport’s staff members about local labor market conditions and the recruitment vehicles most effective for reaching the local labor market.

2.1.14.2 Conduct TSA-approved recruitment activities driven by individual airports' hiring requirements to attract a diverse candidate pool and meet gender hiring requirements.

2.1.14.2.1 Inform airports of planned recruitment activities and engage airport personnel to integrate efforts.

2.1.14.2.2 Support intermittent surges that respond to the fluctuations in hiring needs and local labor supplies at each airport.

2.1.14.2.3 Coordinate strategic Recruiting and Field Support teams to consolidate planning and feedback efforts toward maximizing efficiency of planned or proposed recruiting activities.

2.1.14.3 Develop, maintain, and update an Airport Recruitment Portfolio for every airport, with contents that include: airport-specific historical recruitment sources, local labor market demographics, and other useful information. TSA will provide the current versions of each airport’s Recruitment Portfolio to the

Contractor upon base contract award for the transition period. The Contractor shall update and deliver revised editions of each airport’s Recruitment Portfolio to TSA by the end of the base contract transition period.

2.1.15 Conduct recruitment for FAM Hiring.

2.1.15.1 Conduct recruitment activities driven by the national staffing plan and local factors; and respond to both routine steady and intermittent fluctuations in demand, with support that is flexible and timely to coincide with JOAs.

2.1.15.2 Support surges in recruitment activities to meet both persistent large market demands and fluctuating small market requirements to meet staffing and hiring plans.

2.1.15.3 Advise field offices about the recruiting and advertising process and options;

and encourage participation in local recruitment efforts.

2.1.16 Conduct recruitment for all agency MAP Hiring (inclusive of Field and Headquarters (HQ) positions).

2.1.16.1 Develop a MAP Recruitment Plan that identifies the activities that will be performed by the Contractor and/or TSA, respectively, to recruit an ample number of qualified candidates to meet hiring needs, using information provided by TSA OHC and the Contractor’s own expertise in recruitment.

2.1.16.2 Support surges in recruitment activities to meet both persistent large market demands and fluctuating small market requirements.

3 Transportation Security Officer (TSO) Position Hiring Support

3.1 TSO Position Hiring Support

The TSO position is a critical component of our Nation’s homeland security efforts, and TSA must ensure that all persons hired as TSOs can perform the job safely, efficiently, and effectively. Consistent with

TSA’s statutory mandate in the ATSA to establish TSO qualifications and ensure that TSOs meet specific statutory requirements, the TSO selection process is a multi-layered process that includes a computer based test, medical and drug evaluation, and pre-hire background investigation.

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. On average, TSA hires between 5,000 – 8,000 TSOs per year.

3.1.1 TSO Applicant Tracking System.

TSA has a need for an Applicant Tracking System after the current contract expires. TSA currently utilizes an Applicant Tracking System known as the Airport Assessor Dashboard to monitor TSO candidate progress throughout the hiring process. This system enables airports to review the current status of their TSO candidate hiring pipelines (i.e., the quantities of candidates within each step of the hiring process), communicate and update their TSO hiring needs, schedule candidates for assessments, run various reports, upload candidate forms, and store reference documents for field use.

In support of the Applicant Tracking System, the Contractor shall:

3.1.2 Provide an Applicant Tracking System (i.e., the Airport Assessor Dashboard) that has been tested and accepted by TSA by the time the base contract transition period is complete, integrated with TSA’s Integrated Hiring System (IHS), and customized to include, but not limited to, the following features:

3.1.2.1 Provide an online, single screen, snapshot of the airport’s TSO candidate hiring pipeline that is printable and exportable to Excel or PDF. The snapshot shall include, but is not limited to:

3.1.2.1.1 The number of eligible candidates by tour of duty and gender for each major step in the TSO hiring process.

3.1.2.1.2 The current JOA status (open or closed), and the date(s) the last announcement(s) were open.

3.1.2.1.3 The current posted hiring needs by tour of duty and gender, and the date in which the needs were posted.

3.1.2.1.4 The calculated relief point in the hiring process for the airport to meet its stated hiring needs, based upon current national pass rates for each hiring step.

3.1.2.1.5 The latest government-furnished Staffing Allocation Model (SAM)

Authorization (i.e., the airport’s approved staffing level in Full-Time

Equivalents (FTE)), current Pay Period FTE burn-rate, current Pay Period variance to SAM, and Fiscal Year to Date (FYTD) FTE burn-rate. The TSA

Office of Finance and Administration provides a bi-weekly Pay Period

Report that includes the latest FTE burn-rate information for each airport. This report will be shared with the vendor for the purpose of populating these fields in the snapshot.

3.1.3 Integrate with TSA’s Assessment Platform (TAP) system to automatically notify the TAP vendor as candidates become eligible for Computer Based Tests (CBTs). The Applicant Tracking System shall be configurable and able to implement business rules that allow the system to select candidates for CBTs (e.g., if a TSO candidate fails their computer based test, they are ineligible for invite to re-test again for six months should they re-apply). TSA will provide the business rules to the Contractor upon base contract award for the transition period.

3.1.4 Automatically notify candidates as they become eligible for Airport Assessment (AA) scheduling when they pass the Computer Based Test (CBT). Note: CBT results will be provided by TSA’s TAP system/vendor.

3.1.5 Initial display of candidates in the Airport Assessor system shall be sorted so that those who passed the CBT earliest are at the top, in order to support First-In/First-Out (FIFO) processing.

3.1.5.1 The Applicant Tracking System shall have the flexibility to display veteran status, and shall have the ability to sort veteran applicants in FIFO order (if needed).

3.1.6 Candidates who are eligible for Airport Assessment (AA) scheduling shall be visible in the Airport

Assessor Dashboard for all airports for which they applied.

3.1.6.1 Candidate resumes shall be accessible, if submitted by TSO applicant during the application process (i.e., USAJOBS Resume Builder or uploaded resume).

3.1.6.1.1 To meet gender specific hiring requirements, as gender is a Bona Fide

Occupational Qualification (BFOQ) for the TSO position, the Dashboard shall be able to filter or sort candidates eligible for assessment in FIFO order by gender (i.e., just males or just females) or by no-preference

(i.e., the entire eligible population).

3.1.6.1.2 For applicants who apply for consideration at multiple airports, once the applicant is scheduled for AA at one airport location, the candidate’s name shall be grayed out so multiple locations do not schedule the same candidate, but so that every location is able to monitor that candidate’s progress throughout the hiring process. (It is only necessary for the candidate to go through the AA process at one location and those results subsequently applied to all current TSO applications).

3.1.6.1.3 The Airport Assessor Dashboard shall display the latest contact information for use in contacting the candidate for assessment scheduling purposes.

3.1.6.1.3.1 If applicants make contact information changes online, that information shall be updated in all hiring systems.

3.1.6.1.3.2 If applicants contact the Customer Service Center to make contact information changes, the information shall be updated in all hiring systems.

3.1.6.1.3.3 In order to make name changes, applicants shall contact the Customer Service Center and provide appropriate legal supporting documentation prior to all hiring systems being updated.

3.1.6.1.4 The Airport Assessor Dashboard shall allow airport/contractor staff to enter individual assessment results for each airport assessment step

(e.g., successful check-in, Structured Interview scores, Color Vision results, and annotation reflecting collection of fingerprints, etc.).

3.1.6.1.4.1 Automate identified assessment forms and worksheets into an electronic format with the Airport Assessor

Dashboard user interface in order to facilitate electronic paperwork completion. Currently, there is only one document requiring automation (i.e., Citizenship

Verification Worksheet).

3.1.6.1.5 The Airport Assessor Dashboard interfaces with TSA Personnel Security

(PerSec) to receive background results in a daily results file (currently password protected Excel file; PerSec is building an integration capability to eliminate the need for this file to be sent) and TSA’s

Fingerprint Clearinghouse to receive fingerprint statuses (through Web services in real time).

3.1.6.1.6 The Airport Assessor Dashboard shall be updated with post AA results to allow airport/contractor staff to view candidate progress post AA to determine the latest candidate status (e.g., medical and background check progress).

3.1.6.1.7 The Airport Assessor Dashboard shall allow for airport staff to document candidate decline reasons and notify the Contractor to subsequently remove the candidate from further consideration (for the specific airport processing the decline request). This action shall trigger a system generated email notification to the candidate.

3.1.6.1.8 The Airport Assessor Dashboard shall have the ability for airport staff to document and electronically submit an Airport Decline request for submission to OHC for review and approval. Post-approval, the

Contractor shall remove the candidate from further consideration and trigger a system generated email notification to the candidate.

3.1.6.1.9 Due to the volume of TSO candidates, the dashboard shall have a search functionality to locate and display a candidate’s latest assessment results. Note: TSA will provide appropriate duration of historical assessment data that shall be included in the candidate information displayed.

3.1.6.1.10 Access to the dashboard shall be controlled and limited to approved airport Hiring Point of Contacts (POCs) and other personnel as deemed appropriate by TSA. Note: Access shall be managed by the vendor based on approvals for access provided by TSA.

3.1.6.1.11 A Candidate Overview shall be provided that shows each individual candidate’s information, progress in the hiring process, and results for both current and any previous attempts through the TSO hiring process.

3.1.6.1.12 A Forms Dashboard shall be provided that allows candidate-specific documents (e.g., PDF files) to be stored and viewed under each individual candidate (e.g., Non-Disclosure Agreement (NDA), Questionnaire for National Security Positions (e-86) /Optional Form

(OF)-306 Acknowledgement Form, etc.).

3.1.6.1.13 A Document Library shall be provided that allows field users to access numerous resource documents (e.g., local hiring manual, process scripts, and approved candidate correspondence “masters”).

3.1.7 Fielding Airport Hiring Needs.

Prior to the start of each fiscal year, the TSA Office of Security Operations (OSO) provides each airport with their SAM staffing authorization. This SAM authorization advises the airport as to the number of

TSO Full-time Equivalents (FTE) they are allocated. Throughout the year, if there are changes in airport logistics (e.g., terminals open or close, check points open or close, in-line baggage systems are installed, etc.), airports are provided updated SAM staffing authorizations.

Based on their latest SAM authorization and current FTE usage rates and attrition, individual airports determine their TSO hiring needs. Airports are responsible for determining how they want to address any FTE shortfall taking into consideration the number of part-time officers they want to convert to full-time positions, the number of TSOs wanting to transfer in to their airport from another location, and the number of external new hires they need to on-board.

It is the airport’s posted external TSO hiring needs that trigger subsequent actions (e.g., opening or closing JOAs, inviting candidates to take the computerized test, etc.). These posted hiring needs are a critical component of the agency’s TSO hiring process.

In support of fielding TSO Hiring needs, the Contractor shall:

3.1.7.1 Provide an online means (i.e., system) for the airports to communicate or post their TSO hiring needs. Hiring needs are broken down by tour (full-time and part-time) and gender (male, female, and no-preference) for a total of six possible entries.

3.1.7.1.1 Provide an online means for the airports to communicate their target assessment dates and candidate scheduling volumes. The assessment dates influence when JOAs need to be posted and the rate at which candidates need to be invited to computer based testing.

3.1.7.1.2 Establish automated notification anytime an airport posts updated hiring needs – advising OHC and support contractor staff of updated needs so they can take appropriate action.

3.1.7.1.3 Through automation, identify and illustrate expired TSO hiring needs in the system in which the needs are posted. This makes the airport Hiring

POC aware of the need to update their posted hiring needs.

3.1.7.1.4 Establish automated notifications anytime an airport posted hiring needs expire - advising OHC, applicable field hiring POCs, and support contractor staff of expired needs so they can take appropriate action.

3.1.8 Job Opportunity Announcements (JOAs).

Typically, there are between 20 and 85 TSO JOAs open for individual airports at any given time. The frequency in which JOAs are opened and closed fluctuates based on changes in the individual airport staffing authorizations and changes in local attrition rates. In support of TSO hiring/Job Opportunity

Announcements, the Contractor shall:

3.1.8.1 Maintain awareness of all OPM USAJOBS JOA requirements and advise TSA when template changes are needed. Prepare new JOAs using TSA approved templates that include all appropriate and required Agency criteria, including links to information that may be hosted by one or more other contractors or the Federal Government.

3.1.8.2 Within each JOA, provide a hyperlink/interface to web sites that contain additional supporting information (e.g., federal benefits, veterans’ preference information, U.S. citizenship requirements, Selective Service requirements, etc.).

3.1.8.3 Generate an electronic file for each JOA and publish all Announcements on the

USAJOBS web site (adhering to all OPM/USAJOBS format requirements).

3.1.8.4 Open and close JOAs in accordance with TSA established business rules. Note: It is not uncommon for airports to have multiple JOAs open at any given time

(i.e., part-time, full-time, gender specific, etc.).

3.1.8.5 Archive vacancy case files, including all associated records and information, for two (2) years from the JOA closing date in a format required by the Federal government's record retention policy.

3.1.9 Airport Fact Sheets are provided to prospective job applicants to provide them with information specific to the airport for which they are applying (e.g., parking, public transportations options, airport hours, typical shifts, etc.). In support of Airport Fact Sheets for TSO hiring, the

Contractors shall:

3.1.9.1 Use and maintain the TSA-provided template for the Airport Fact Sheet utilized by all airports. Coordinate with each airport to obtain Airport Fact Sheet information. Recommend Airport Fact Sheet template enhancements (as appropriate) for an attractive end product.

3.1.9.2 Maintain a library of individual Airport Fact Sheets that are referenced via a hyperlink within each TSO JOA posted. TSA may require the Contractor to host the Airport Fact Sheet library.

3.1.9.3 Review Airport Fact Sheets submitted by the airports for standardization of format, appropriate content, and overall quality.

3.1.9.4 Coordinate quarterly with airports to update Airport Fact Sheet information upon change in information, or within five (5) business days when advised of an airport information change.

3.1.10 Realistic Job Preview (RJP).

The Realistic Job Preview (RJP) is a web-hosted video that provides potential applicants with an in-depth look at the TSO position’s responsibilities, expectations, work environment, schedules, and assessment process requirements (including medical/physical standards). In the video, actual TSOs describe their work duties to give candidates an idea of what it is like to be a TSO, and answer questions that may be of interest to prospective applicants – before they apply. A sample RJP video can be found in any TSO job opportunity announcement posted on USAJobs. In support of the RJP for TSO hiring, the Contractor shall be completely responsible for creating, maintaining, hosting, and reproducing copies of the RJP video, subject to TSA OHC and TSA Office of Strategic Communications and Public Affairs (OSCPA) approval, with tasks that include:

3.1.10.1 Upon request by TSA, develop and submit for TSA OHC approval a project plan identifying milestones and deliverables for video projects assigned.

3.1.10.2 Provide story boards for TSA OHC approval at milestones agreed to in the project plan, and prior to filming.

3.1.10.3 Revise/update the video content based on changes in the position’s duties and responsibilities or changes in the assessment process -- at a minimum of every two years, but potentially more frequently, on-demand. This includes developing story boards for approval prior to filming, editing film content, and final video production. TSA may provide stock footage, but is not required to do so.

3.1.10.4 Provide DVD copies of the RJP to airports for use in playing at Job Fairs and

Recruitment Events. Quantities required projected to be less than 300 per video product completed. Initial quantities of DVDs shall be distributed to airports within two weeks of finalization of the RJP video.

3.1.10.5 Provide to TSA OHC a copy of the video in a specified format suitable for posting for streaming from TSA’s web site.

3.1.10.6 Incorporate a link to the latest RJP in the TSO Candidate Dashboard and within applicable TSO JOAs. Ideally, incorporating functionality that would allow all

TSO applicants to view the RJP video in its entirety at the time of application, or via their Candidate Dashboard during the hiring process.

3.1.11 Receipt of Job Applications.

In support of the Receipt of Job Applications for TSO hiring, the Contractor shall:

3.1.11.1 Configure an application intake system that complies with federal system requirements, interfaces with OPM’s USAJOBS system, and can be integrated with TSA’s Integrated Hiring System (IHS). Note: The IHS is a separate system that is owned and operated by TSA or its designated vendor.

3.1.11.2 Mark or flag Priority Employment Program (PEP) applicants.

The PEP Program provides priority in reemployment to the TSO workforce (inclusive of

LTSOs and STSOs) affected by workforce reductions and those whose employment offers to become Federal TSOs were rescinded or delayed as a result of such reductions.

3.1.11.2.1 Track and process PEP candidates in accordance with TSA policy.

3.1.11.3 Identify and flag current and former TSOs.

3.1.11.3.1 Validate current and former employees against government-furnished

Employee Relations database to identify any ineligible rehires or active discipline cases.

3.1.11.4 Identify previous TSO applicants that failed a particular portion of the TSO hiring process and ensure business rule wait periods are applied accordingly.

3.1.11.4.1 Communicate with any ineligible applicants the applicable wait periods before they may be eligible for consideration.

3.1.11.5 Accept applicant/candidate supporting documentation using a variety of methods (e.g., e-mail, fax, mail), and add/append these to a candidate’s application submittal package. Documents may include, but are not limited to:

Resume

Department of Defense (DD)-214 (military discharge)

Veterans Administration letters, if applicable

Standard Form (SF)-50 (Notification of Personnel Action) to indicate former or current Federal employment

Selective Service Registration Number, if applicable

SF-144 (Statement of Prior Federal Service) and SF-144A (Statement of

Prior Federal Service-Worksheet)

Other documentation consistent with the protocol to be provided by TSA

3.1.11.6 Determine whether applicants meet eligibility requirements based on their application responses. Certain determinations made initially by automated processes must be confirmed by manual review, in compliance with TSA OHC required procedures.

3.1.11.7 Notify candidates of receipt of application in a timely manner.

3.1.11.8 Notify candidates of meeting or not meeting minimum eligibility requirements in a timely manner.

3.1.11.8.1 Track bounce backs and retain a copy of the correspondence, date, time, and e-mail address that it was sent to for reference if needed to later respond to applicant inquiries or challenges.

3.1.11.9 Capture voluntary self-identification of Race and National Origin (RNO) data and other applicant flow requirements of MD-715.

3.1.11.9.1 Store data at the vacancy level with no association with or to individual applicants.

3.1.11.9.2 Aggregate data to determine and report the effectiveness of recruitment sources (e.g., Return on Investment (ROI)).

3.1.11.10 Revise the TSO Application (as necessary) to address changes in data elements, content, or other data that may require collection. Note: Normally, these changes are infrequent (approximately once per year).

3.1.11.11 Store TSO candidate applications, and provide to TSA upon request (e.g., for

Equal Employment Opportunity (EEO) and litigation support).

3.1.11.12 Follow applicable TSO Hiring business rules pertaining to the TSO application process.

3.1.12 Candidate Dashboard (CDB).

The Candidate Dashboard (CDB) is owned and operated by TSA. It is an on-line portal or tool that shows applicants and candidates their progress through the TSA hiring process, their current status, next steps required, forms required, and lets them execute certain self-service parts of the process.

TSA’s Integrated Hiring System (IHS) establishes each TSO applicant’s access to the CDB once the

Contractor has loaded information from the application intake system into the IHS, and notifies the applicant or candidate with instructions to log in.

In support of the CDB, the Contractor shall:

3.1.12.1 Ensure applicant information is received and validated from the application intake system and loaded into the IHS in a timely manner that complies with time standards and procedures established by TSA OHC.

3.1.12.2 Monitor that the IHS establishes and initiates each TSO applicant’s access to the CDB. Note: Each applicant must have their own unique User ID and

Password to view their candidate dashboard.

3.1.12.3 Monitor that the IHS notifies the applicant that their application has been received, and instructs the applicant to create a CDB Account.

3.1.12.4 Ensure applicant/candidate assessment results (or process step statuses) are validated and loaded into the IHS in a timely manner and properly displayed on each individual candidate’s CDB correctly.

3.1.12.5 Monitor that the useful links and definitions in the CDB are kept current with information supplied by OHC (to include making recommendations for improvements to the information displayed/shared).

3.1.12.6 Monitor that applicants have the ability to complete electronic forms via their

CDB (e.g. OF-306, TSA Forms 2811/2812 Credit Releases, etc.), and that the forms are kept current as directed and provided by OHC. The Contractor shall provide time-stamped document(s) to TSA within one business day of request.

3.1.12.7 Ensure proper integration between vendor systems and the IHS and CDB to transfer and receive information for a seamless process flow between application, assessment(s) results and hiring process step statuses, through job offer acceptance (and being in queue for Orientation). All status updates shall be immediate and in real-time regardless of candidate volume.

3.1.13 Computer Based Testing (CBT).

As part of the TSO hiring process, TSO candidates are required to take a computer based test that are maintained and administered by the TSA Assessment Platform (TAP) contractor through a network of testing centers located throughout the country. The current TSO CBT measures the ability for TSO job candidates to meet the visual, language, and other sensory criteria required for a TSO position in order to qualify. Results from this test are used in the category ranking of qualified candidates. In support of

Computer Based Testing for TSO Hiring, the Contractor shall:

3.1.13.1 Based on an analysis of the airport’s hiring needs and current candidate pipeline, determine a monthly CBT seat quota required per airport.

3.1.13.2 Communicate that seat quota to the TSA TAP vendor; who in turn will ensure there are the required number of testing seats available per location (capacity).

3.1.13.3 Invite the appropriate number of eligible TSO applicants to schedule for the

CBT; by providing them electronic notification to access their Candidate

Dashboard (CDB) where there is a link to the TAP vendor’s self-scheduler.

Note: Applicants that have a self-identified Veterans’ Preference eligible designation on their application may be deemed a priority for CBT scheduling.

3.1.13.4 As necessary, extend outreach to previously invited applicants to encourage them to schedule their CBT. This outreach should occur through a combination of e-mail notifications and outbound phone calls.

3.1.13.5 For those candidates contacted via phone, either outbound encouragement calls or inbound calls received in response to testing invite, assist the applicants with scheduling their CBT on their behalf (as needed).

3.1.13.6 Receive and update individual candidate statuses and results from the TAP contractor and import those results into the IHS.

3.1.13.7 Monitor the quantity of previously invited candidates that are scheduling for

CBT, and as appropriate, invite additional eligible applicants in accordance with the airport’s posted hiring needs (to counter any inactive candidates that fail to schedule).

3.1.13.8 Involuntarily withdraw candidates that fail to schedule their CBT in accordance with TSA business rules.

3.1.13.9 Properly update/credit each individual candidate record so they do or do not move forward in the hiring process based on their test results.

3.1.14 Selective Service.

In support of the Selective Service requirement for TSO Hiring, the Contractor shall:

3.1.14.1 Use the Selective Service web site to verify that each male TSO candidate who was born after December 31, 1959 and has passed the CBT has registered for

Selective Service.

3.1.14.2 Take appropriate actions based on the registration results. Actions include:

3.1.14.2.1 Update the candidate’s registration status in the Airport Assessor, which in turn, updates IHS.

3.1.14.2.2 Mail a letter via U.S. Postal Service (USPS) to non-registrants advising them of the required actions.

3.1.14.2.2.1 If under age 26, advise the applicant how to register for the Selective Service System (SSS).

3.1.14.2.2.2 If over age 26, advise the applicant of the SSS Waiver process.

3.1.14.3 Administer and handle the Selective Service Waiver process.

3.1.14.3.1 Maintain all relevant documentation received from candidates.

3.1.14.3.2 Provide weekly deliveries to OHC of Selective Service candidate folders

(paper) for adjudication (i.e., folders that contain all relevant candidate information and selective service documentation necessary for adjudication).

3.1.14.3.3 Customize template-based correspondence used to advise candidates of OHC selective service adjudication results.

3.1.14.3.4 Send appropriate candidate instruction messages, reminder messages, additional information request messages, waiver approval notifications, and denial notifications to candidates and OHC.

3.1.14.3.4.1 Communicate directly with candidates (as necessary) to obtain required documentation or to assist applicants.

3.1.14.3.5 Update IHS with the latest status so that it is reflected in the Airport

Assessor.

3.1.14.3.5.1 Incorporate a mechanism in the Airport Assessor to ensure applicable candidates that have not registered for Selective Service cannot be scheduled for assessment until or if a Selective Service waiver has been granted.

3.1.15 Contractor Support of Airport Assessment (AA) Administration.

While the TSO Local Hiring Model is airport-centric with regards to the AA steps, it is dependent on contractor systems and contractor support staff in order to meet the agency’s TSO hiring needs. In support of AA Administration, the Contractor shall:

3.1.15.1 Provide geographically dispersed field support staff to facilitate AA Operations and airport stakeholder collaboration in each of the respective TSA Field

Operations regions.

3.1.15.1.1 Field support staff team should be comprised of the number of personnel the contractor deems sufficient to handle work volume (as described in the requirements below). There are currently seven TSA regions, but the regions all vary in hiring volumes, so the team should not necessarily be organized and dispersed in a one-to-one ratio.

All tasks, from 3.1.15.2 through 3.1.15.9, represent the types of tasks performed by the field operations team.

The required skill set for field support staff includes: knowledge of TSO and Field MAP hiring processes, hiring forecasting, policy advisory, customer service, etc.

3.1.15.2 Use the Pipeline Management Report, Airport Assessor, the Daily Unfulfilled

Needs Report, and any other notifications or reports, to monitor the airports’ posted TSO hiring needs to ensure the accuracy of the needs posted. Engage the airport Hiring POC if the posted hiring needs look excessive or understated based on past needs or are at variance with the airport’s Staffing Authorization, and confirm external hiring needs posted (factoring in PEP eligible candidates, internal transfers, and reinstatements).

3.1.15.3 Monitor and analyze the individual airports’ candidate pipelines using the

Pipeline Management Report to ensure there are sufficient numbers of candidates who are either eligible for AA or who have successfully completed the AA to meet each airport’s immediate TSO hiring need. Based on the pipeline review, take the appropriate corrective action.

3.1.15.4 Engage each airport’s Hiring POC, when the respective airport pipeline report reflects that the airport’s “Stated Hiring Needs” have expired/are outside of calendar compliance, and when analysis concludes there are insufficient candidates, to discuss appropriate corrective action, which would be either:

3.1.15.4.1 If there are already ample applicants: Send more applicants to the TAP vendor for CBT testing.

3.1.15.4.2 If there are insufficient applicants: Determine the need to open a JOA to accept more applicants into the process, including the type of announcement (e.g., full-time or part-time, gender specific or not) and the duration.

3.1.15.4.3 Post and open the JOA.

3.1.15.5 Monitor airport candidate processing to ensure consistent and proper candidate processing and progression through the hiring process. Engage the airport Hiring POC if there are Airport Assessor data anomalies, suspect status/activities, or incomplete data; and work with the airport to resolve them.

3.1.15.6 Monitor the daily TSO Cert on Demand (COD) Action List to identify TSO certificates that are approaching expiration or that have expired. Engage the airport Hiring POCs to encourage them to return their TSO certificates.

3.1.15.7 Serve as the airports’ primary Point of Contact (POC) for TSO candidate processing. Responsibilities include:

3.1.15.7.1 Answer questions about the…