N00189-19-R-Z014_MNCC_RFP_Amend_02.docx

N0018919RZ014

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

SUMMARY OF CHANGES

SECTION A - SOLICITATION/CONTRACT FORM

The following have been added by full text:

SOLICITATION Q&A

RFP Questions and Answers

Below are answers to questions received thus far through Amendment 02. For any questions below currently without an answer given, the requiring activity is working on providing these answers ASAP, and will be provided in a forthcoming amendment.

NOTE: Please review the entire list below before submitting any additional questions in an effort to reduce the amount of redundant questions going forward prior the Q&A deadline stated elsewhere in the solicitation. Thank you for your interest and patience.

Q1: Per Solicitation No. N0018919RZ014 Section L III (2) (j), the offeror shall provide documentation that its accounting system has been determined by DCAA to be adequate for a cost reimbursement contract. Our accounting system was subject to a pre-award audit by the Centers for Medicare and Medicaid Services (CMS), and was subsequently determined acceptable by CMS for award of a prospective cost-reimbursement contract, which we are currently performing as a subcontractor. Is this acceptable for satisfying the requirements in the solicitation for the award of a cost reimbursement contract?

Q1 Answer:

Q2: Is the work being performed by Government personnel or a Contractor? IF contractor, who and for how long?

Q2 Answer: See section A of Amendment 02.

Q3: Please confirm that the Department of Labor (DOL) Service Contract Act (SCA) Wage Determination (WD) is application to this contract, because the solicitation includes following two, Customer Service Representative III and General Clerk 3 labor categories.

Q3 Answer: SCA WD’s are applicable. See Amendment 02 for applicable WD numbers in Section A.

Q4: Section 8. Personnel Descriptions and Minimum Qualifications, Pg. 19-27. The following requirement, “experience in large (500 + CSRs) commercial contact centers’” is included in the following four labor categories, Program Manager, Site Manager, Customer Service Manager, and Quality Assurance Manager. In Year 1, Millington, TN location has 282 FTEs. Typically, in similar solicitations, a small business offeror presents a transition plan and hires the incumbent employees so avoid losing institutional knowledge. Also, it is challenging to find the key employees with “500 + CSRs commercial contact center experience” therefore limiting your choice to only an incumbent contractor. We are requesting you to change the requirement from “500 + CSRs” to “100 + CSRs” in the following four labor categories, Program Manager, Site Manager, Customer Service Manager, and Quality Assurance Manager, which is more in line with the approximate LOE per Task Order.

Q4 Answer:

Q5: Section 8. Personnel Descriptions and Minimum Qualifications, Pg. 19-27. Missing 4 Personnel descriptions & Minimum Qualifications. Missing descriptions for the following positions: Contact Center Traffic Analyst, Contact Center Traffic Supervisor / Manager, Knowledge Management Analyst, Knowledge Management Manager – Key Person.

Q5 Answer: PWS section 8 has been updated to reflect the aforementioned labor category minimum qualifications via Amendment 02.

Q6: Given the volume of holiday packages and mail surrounding your due date/time for this proposal, what are the procedures for hand delivering the proposal to your location?

Q6 Answer: The solicitation is clear on its face.

Q7: Section B, paragraphs (b) and (c), pages 3 and 4: Paragraph (b) provides the estimated total hours of each labor category for the contract. Paragraph (c) states the estimated total hours include overtime. Utilizing 1,920 hours as the number of productive direct labor hours per employee, the table provided in paragraph (b) does not yield/result in any overtime hours in the estimated hours for the contract. For the price proposal, are Offerors required to provide pricing detail for cost buildup of overtime rates since there are no estimated hours for overtime?

Q7 Answer:

Q8: Section B, CLIN 0003, page 6: Other Direct Costs is provided as a single “Lot” for the entire five year period of performance. Section 9.2, Other Direct Costs, page 27: This section states, “estimated ODCs for the entire ordering period is not-to-exceed $10,000.00 ($2,000.00 per year for proposal pricing purposes), not including applicable indirect costs.” Sections 4.4, Workforce Management (WFM), and 4.5, Training Design & Delivery, pages 11 and 12 respectively: These sections require the successful awardee to provide a software/products in support of the contract. The ODC CLIN does not provide sufficient funds to capture these costs. How are Offerors’ to incorporate the costs for the WFM tool and training materials/supplies into the price proposal? As part of contract overhead?

Q8 Answer:

Q9: Section 1.1, Acquisition Objective, page 7: This section indicates that the contemplated contract is for the MNCC Contact Center Tier 1 and Tier 2 services. Section 3.1, Transition to Initial Operating Capability, page 9: A MNCC Beta 1 is addressed in this Section with a go-live date of 24 September. Prior to 24 September, were any functional areas of the MNCC Tier 1 and Tier 2 services already being performed? If so, what functional areas? Were these operational functional areas performed by contractors, civil servants or military personnel? If by contractors, please provide incumbent contract information.

Q9 Answer:

Q10: Section 2.2, MNCC Operational Overview, page 7: The solicitation indicates that MNCC utilizes a tiered service deliver model that operates in multiple locations. Section 3.1, Transition to Initial Operating Capability, page 9: A MNCC Beta 1 is addressed in this Section. Did the Beta 1 go live on 24 September? If not, when is the anticipated go live date?

Q10 Answer: The solicitation is clear on its face.

Q11: Section 2.2, MNCC Operational Overview, page 8: As presented the MNCC is organized into four tiers. Tiers 1 and 2 appear to deliver services with the interaction of Customer Service Representatives (CSRs) and/or Subject Matter Experts (SME) with customer service requests via multiple communication channels. What is the government’s estimated incoming telephone call, email and fax volumes in years 1 through 5?

Q11 Answer:

Q12: Section 2.2, MNCC Operational Overview, page 8: Tier 2 support is provided by SME and Transactional Support Centers will be available to process specialized transactions and resolve inquiries that are more complex. Are SMEs not located at the MNCC Transaction Support Centers? If not, where will they operate? Will they be part of this contract?

Q12 Answer: They are not part of this requirement.

Q13: Section 2.2, MNCC Operational Overview, page 8: Tier 2 support is provided by SME and Transactional Support Centers. Section 3, Scope of Services, page 8: The solicitation states, “The contractor will provide some Tier 2 services that can be performed by general administrative clerks.” Section 4.1, Contact Center Operations, page 10: One of the requirements to be performed by Tier 1 contact center operations is “Provide some Tier 2 services that can be performed by general clerks”. Please confirm that some Tier 2 services will be performed by Tier 1 contact center personnel? Are the SMEs mentioned in Section 2.2, the “general administrative clerks” mentioned in Section 3, and the “general clerks” mentioned in Section 4.1 the same as the General Clerk III positions listed in the Level of Effort tables and the labor category description presented in Section 8.6? . If so, please confirm that a SME should be classified as Service Contact Act (SCA) labor category General Clerk III.

Q13 Answer:

Q14: Section 3.1, Transition to Initial Operating Capability, page 9: The solicitation states, “MNCC Beta 1 operational designs and enabling information technology (IT) systems may persist for one to two years as initial operating capability (IOC) infrastructure (facilities and IT) are developed.” The Level of Effort presents several hundred CSRs working during the initial years of the contract. If these services are currently being provided under a different contract governed by different processes, will the 2 systems operate parallel? If this is the case, how will incoming contacts from MNCC customers be segmented between the current system and the MNCC Beta operation?

Q14 Answer:

Q15: Section 3.3, Continuity of Services, page 9: The solicitation addresses that continuity of services must be continued upon contract expiration with a successor, either Government or another contractor. What will determine if the Government will in-sources this work?

Q15 Answer:

Q16: Section 4.1, Contact Center Operations, page 10: The contractor will be required to provide some Tier 2 services performed by general clerks. If the Tier 2 service cannot be accomplished by MNCC Contact Center personnel, who is responsible for delivering the service requirements? Will the MNCC customer be transferred to a different resource/service provider? If so, how will this transfer be accomplished? Through a warm hand-off? Referring the customer to another point of contact? Other means?

Q16 Answer:

Q17: Section 4.4, Workforce Management (WFM), page 11: The contractor will supply a WFM tool until the government is able to acquire such a tool for the vendor to use. If any of the tier 1 or 2 services are currently being provided in support of MPT&E, what is the WFM tool now being utilized, if any? If one is currently being provided in support of sailors using MPT&E services, what is the necessity for moving to a different tool at this time prior to the government acquiring a new tool? What is the government’s timetable for acquiring a new WFM tool? It would seem less disruptive to do one transition (current tool to new government tool) than two migrations (current tool to contractor tool to new government tool).

Q17 Answer:

Q18: Section 5.2, Place of Performance, page 17: Various locations for which the contractor is required to provide MNCC Contact Center Support Services. Several of the locations listed state the date and specific location as “TBD”. Section L-III, Proposal Content, Volume II – Cost/Price, paragraph (f), page 84. Ratios are provided for labor performance at Contractor facility and Government facility for all labor categories. The ratios provided in this section state “**See PWS**”. Since Section 5.2, Place of Performance, has not completely defined the location of several locations that MNCC Contact Center Support Services will be provided, Offerors are unable to develop pricing in terms of Contractor site location and government site location? Should Offerors assume that all MNCC Contact Center Support Services will be performed at government facilities?

Q18 Answer: Yes.

Q19: Section 8, Personnel Descriptions and Minimum Qualifications, page 19: The solicitation states, “The contractor as an entity as well as all leadership and support staff individually… shall have previous documented experience working in a large scale human resources, shared services, contact center environment supporting in excess of 500 tier 1 CSRs.” Must the prime contractor as entity provide documented experience of working as a prime contractor in a large scale human resources, shared services, contact center environment supporting in excess of 500 tier 1 CSRs? If the requirement is for the prime contractor of the MNCC solicitation to have been the prime contractor on another contract with 500+ tier 1 CSRs, it would seem unlikely that the successful Offeror would be able to meet the small business size standard of $15,000,000?

Q19 Answer:

Q20: Section 8, Personnel Descriptions and Minimum Qualifications, pages 19 through 25: A number of the labor categories presented on these pages require experience in large (500+ CSRs) commercial contact centers. The government’s Level of Effort estimate during the five years of this contract never exceeds 360 tier 1 and 2 support personnel. Why was the 500+ CSRs benchmark selected when the MNCC contract will not need that many CSRs?

Q20 Answer:

Q21: Section 8, Personnel Descriptions and Minimum Qualifications, pages 19 through 25: A number of the labor categories presented on these pages require experience in large (500+ CSRs) commercial contact centers. Can experience at a government contact center substitute for commercial contact center?

Q21 Answer:

Q22: Section 8. Personnel Descriptions and Minimum Qualifications starts on Page 19 and details the description and minimum qualifications required by each labor category. The following labor categories are missing from that section:

· Contact Center Traffic Analyst

· Contact Center Traffic Supervisor/Manager

· Knowledge Management Analyst

· Knowledge Management Manager Will the Government provide the personnel descriptions and minimum qualifications for the missing labor categories?

Q22 Answer: PWS section 8 has been updated to reflect the aforementioned labor category minimum qualifications via Amendment 02.

Q23: Section 11, Security, page 28: Contractor personnel require a favorably adjudicated NACLC PSI. The PSI is to be initiated prior to an individual reporting for duty. This would indicate Interim Clearance will be allowed and individuals will be allowed to work prior to a fully adjudicated NACLC is completed. Please confirm if this is correct.

Q23 Answer: Interim clearances will be allowed.

Q24: Section 11, Security. Must Offerors have a SECRET Facility Clearance at the time of proposal or can Offerors be eligible for a SECRET Facility Clearance?

Q24 Answer:

Q25: Section H LOCAL CLAUSES, NECO 5252.237-9401, Paragraph (b), page 59: The clause states, “The Government will review resumes of Contractor personnel proposed to be assigned, and if personnel not currently in the employ of Contractor, a written agreement from the potential employee to work will be part of the technical proposal.” Resumes of proposed Key Personnel are not required by Section L. Please confirm resumes of proposed Key Personnel are not required at the time of proposal submission.

Q25 Answer:

Q26: Section I – Contract Clauses, FAR 52.222-42 Statement of Equivalent Rates for Federal Hires, page 62: FAR 52.222-42 is incorporated into the solicitation, which requires the identification of the classes of service employees expected to be employed under the contract and provide the wages and fringe benefits payable to each if they were employed by the contracting agency. Please provide the appropriate information as required by FAR 52.222-42.

Q26 Answer:

Q27: Section I – Contract Clauses, FAR 52.222-41 Service Contract Labor Standards, page 62: FAR 52.222-41 is incorporated into the solicitation. Please incorporate the appropriate Wage Determination Schedule(s) into the solicitation and provide the schedule(s) to Offerors as an attachment to the solicitation.

Q27 Answer: See Amendment 02 for applicable SCLS Wage Determination information in Section A. The individual referenced wage determinations can be retrieved from https://www.wdol.gov.

Q28: Section I – Contract Clauses: Please confirm that FAR 52.222-17, Nondisplacement of Qualified Workers, is not applicable to this solicitation and subsequent contract awarded as a result of this solicitation. Also, please confirm there are no incumbent contractors eligible for hire for any resultant contract.

Q28 Answer:

Q29: Section K – Representations, Certifications and Other Statements of Offerors, FAR 52.230-1 COST ACCOUNTING STANDARS NOTICES AND CERTIFICATION, page 75: The first sentence of this FAR Clause states, “Note: This notice does not apply to small businesses or foreign governments.” As this solicitation is a small business set-aside, why is this FAR Clause provided as part of this solicitation?

Q29 Answer: The clause is hereby removed via Amendment 02.

Q30: Section L – Instructions, Conditions and Notices to Bidders, I General, page 79: Offerors are to submit an Original and 1 electronic copy of Volumes I and II. Is the Original to be submitted as a hardcopy?

Q30 Answer: Yes, the original is to be hardcopy. Amendment 02 updates this Section L language.

Q31: Section L – Instructions, Conditions and Notices to Bidders, II REQUIREMENTS FOR PROPOSAL CONTENT, Volume I, paragraph (b), page 82: The solicitation states, “Contractors should also demonstrate that Contact Center Business Process Outsourcing is their core business function.” Please clarify how Offerors are to demonstrate this requirement. Should Offerors present the amount of business derived from Contact Center Business Process Outsourcing as a percentage of the total revenues? Should it be presented as the number of employees working in this business segment as a percentage of total employees? By the number of contracts for Contact Center Business Process Outsourcing the Offeror is currently providing services under? The means by which this requirement should be demonstrated is undefined. Would the Government consider removing this from the solicitation to allow Contractors with different core business functions to qualify to bid?

Q31 Answer:

Q32: Section L – Instructions, Conditions and Notices to Bidders, II REQUIREMENTS FOR PROPOSAL CONTENT, Volume II Cost/Price, paragraph (a), page 83: Separate cost and pricing information shall be submitted for each time period specified in the Solicitation Section B – Supplies or services and Prices. The CLIN structure in Section B is for a period of performance of five years, 1 March 2019 through 29 February 2024. Should Offerors provide cost and pricing information for only the five year period of performance in total or should it be broken down by each of the five years?

Q32 Answer: Task orders will be issued during a five year ordering period. However, for proposal submissions, contractors shall break down their proposal by year for pricing purposes.

Q33: Section L – Instructions, Conditions and Notices to Bidders, II REQUIREMENTS FOR PROPOSAL CONTENT, Volume II Cost/Price, paragraph (d)(6), page 84: Offerors proposing rates that do not provide documentation as detailed in paragraphs (d)(1) through (d)(5) are required to provide the methodology used to establish the proposed direct rate. Since FAR 52.222-41 is included in the solicitation, wages for Service Contract employees will be established by the Wage Determination Schedule(s) incorporated into the contract. For these Service Contract labor categories, will the Wage Determination Schedule(s) be sufficient as the source cited for the direct labor rate?

Q33 Answer: Yes.

Q34: Section L – Instructions, Conditions and Notices to Bidders, II REQUIREMENTS FOR PROPOSAL CONTENT, Volume II Cost/Price, paragraph (j), page 85: The solicitation states, “If an Offeror’s accounting system has not been determined, by DCAA, to be adequate for determining costs applicable to cost reimbursement contracts, the Offeror will be considered ineligible for contract award.” The paragraph further states, “If the Offeror’s accounting system has not been determined by DCAA to be adequate for determining costs applicable to cost reimbursement contracts, the Offeror shall complete and submit an SF 1408 attached hereto as part of the Volume II, Cost /Price Proposal.” These statements seem to be inconsistent. Will Offerors be ineligible for award if they do not have their accounting system determined by DCAA to be adequate for determining costs applicable to cost reimbursement contracts?

Q34 Answer:

Q35: Can a company be a subcontractor to more than one prime contractor submitting a proposal?

Q35 Answer: Yes.

Q36: Is this work currently being performed by US Navy personnel or via a contractor?

Q36 Answer: See section A of Amendment 02.

Q37: If work is being performed by a contractor, can US Navy provide company name and contract number for existing contract?

Q37 Answer: See section A of Amendment 02.

Q38: If work is being performed by a contractor, is it the intent or desire of US Navy, if a new contractor is selected, to have the new contractor interview and hire current MyNavy Career Center employees? Will new contractor be able to formally meet and interview current employees prior to existing contract expiring?

Q38 Answer:

Q39: PWS Section 3 – Scope of Work. Section 3.1 refers to capability to ramp up and down based on seasonality. Could US Navy define seasonality?

Q39 Answer: Examples include large numbers of Navy personnel moving in the summer months that may require support, selection boards with large numbers of personnel eligible for consideration that submit selection board correspondence, or support to personnel during hurricane season.

Q40: PWS Section 4 – Tasks. There is a requirement for at least 1 bilingual Spanish agent per shift. Is there a maximum number of bilinguals?

Q40 Answer: No.

Q41: PWS Section 4 – Tasks. Will there be a language line available for agents to transfer to if the caller speaks something other than Spanish?

Q41 Answer: No.

Q42: PWS Section 4 – Tasks. Are there training materials already developed that will be available?

Q42 Answer: Yes.

Q43: PWS Section 4 – Tasks. How long is training expected to last?

Q43 Answer: It is the contractor’s responsibility to provide training to meet the PWS requirements.

Q44: PWS Section 4 – Tasks. What labor category is expected to perform the Selection Board Communication tasks?

Q44 Answer: General Clerks and Customer Service Representatives.

Q45: PWS Section 4 – Tasks. Where is the Emergency Coordination Center located?

Q45 Answer: Millington, TN.

Q46: PWS Section 6 - Level of Effort Labor Category, Site, Man-Hours. It appears via the Level of Effort spreadsheet that during year 1 both Millington, TN and Norfolk, VA will be in operations- is it the US Navy’s plans to have both of these sites operational on ‘day 1’ of live operations? If so, can US Navy provide their operational methodology of how they will allocate calls/contacts to each of the sites? Will it be done by ‘call type’ or ‘next available agent’ basis?

Q46 Answer:

Q47: PWS Section 6 - Level of Effort Labor Category, Site, Man-Hours. Please confirm that the hours allocation for Site Manager at the Millington, TN location increases from 1,920 (1 resource) to 7,680 (4 resources) in year 3.

Q47 Answer: Confirmed.

Q48: PWS Section 6 - Level of Effort Labor Category, Site, Man-Hours. If this is correct could US Navy explain the rational of 4 Site Managers at Millington, TN and only 3 Customer Service Managers?

Q48 Answer:

Q49: PWS Section 6 - Level of Effort Labor Category, Site, Man-Hours. Please confirm hours for Knowledge Management Analyst in Millington, TN are correct with a decrease to 1,920 in year 3.

Q49 Answer: Confirmed.

Q50: PWS Section 6 - Level of Effort Labor Category, Site, Man-Hours. Are training hours included in the total yearly hours or will training be bid under a different CLIN?

Q50 Answer: Yes.

Q51: PWS Section 6 - Level of Effort Labor Category, Site, Man-Hours. Can US Navy define which of the labor categories fall within the jurisdiction of the Service Contract Act?

Q51 Answer: General Clerk III and Customer Service Representatives

Q52: PWS Section 6 - Level of Effort Labor Category, Site, Man-Hours. In Sections 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, and 4.7 US Navy defines the ‘tasks’ of the MyNavy Career Center, can US Navy provide their view of the allocation of the labor categories to each of these tasks – Contact Center Operations, IT Support, Command Center Operations, and Workforce Management, Training, Knowledge Management, and Site Management?

Q52 Answer:

Q53: PWS Section 6 - Level of Effort Labor Category, Site, Man-Hours. Given that the MyNavy Career Center operates on a 7/24/365 day basis, can US Navy provide a historical view of the current contact volume – by contact type (call type(s), email, SMS/text, etc), and provide – Average Handle Time (AHT) by contact type, provide ½ hour call volume distribution on daily, weekly, and monthly basis for a minimum of 1 year, but for more than 1 year if able to do so

Q53 Answer:

Q54: PWS Section 7 – Key Personnel. Are Key Personnel Resumes required with submission of the RFP? If so, do their pages count towards the page limitation of Volume I?

Q54 Answer:

Q55: PWS Section 11 – Security. Is there a cost to the contractor to have their employees go through the NACLC personal security investigation process? If so, how much is it? And, is this cost eligible to be invoiced to US Navy via the ODC line item?

Q55 Answer:

Q56: PWS Section L, Part I. In last paragraph, clause states that any person who is not a bona fide employee of the offered who participated in the creation, formulation, or writing of any portion of the proposal shall provide a certificate to that effect. Does this apply to subcontractor personnel?

Q56 Answer:

Q57: Key Personnel are listed on page 18. It shows one position for the Customer Service Manager but the labor category chart on page 3 and on pages 17 and 18 show two Customer Service Managers, one located in Millington, TN and one located in Norfolk, VA. Please clarify if there is only one Customer Service Manager that is considered Key Personnel and if only one, which location do they work at. Or if it was an oversight and both Customer Service Managers are considered Key Personnel.

Q57 Answer: The key personnel Customer Service Manager will be working in Millington. Amendment 02 updates PWS Section 7 to reflect this.

Q58: Section 4.4 Workforce Management (WFM) on page 11 states "The contractor will supply a WFM tool until the government is able acquire such a tool for the vendor to use." In researching WFM tools, there is an option for on-site software or for it to be cloud based. Is the Government going to allow a cloud based software to be used at both Millington, TN and Norfolk, VA sites or will it need to be on-site software? Will there be a process to get the WFM software approved by NMCI? This software can cost roughly $30 - $35 per user. Is this cost to be included as an ODC? If so, the ODC amount will need to be increased.

Q58 Answer:

Q59: In Section L, under (d) Direct Labor Rates, section (6) on page 84 states "If proposing rates that do not fall within one of the above criteria, provide a detailed, comprehensive description of the methodology used to establish the proposed direct labor rate. The description shall include both the source where the rate was obtained and a description of how the resulting rate was calculated. Merely stating that a "salary survey" or "market survey" was used is generally not sufficient." Then two paragraphs below it states "Supporting information should include data such as recognized national and regional compensation surveys and studies of professional, public and private organizations used in establishing the total compensation structure." Please clarify if salary surveys are allowed to be used as a means to establish direct labor rates.

Q59 Answer:

Q60: Section L, page 82 (c) Past Performance states "To demonstrate its past performance, the offeror shall identify up to three (3) of its most relevant contracts or efforts within the past five (5) years, and..." Section M on page 87 states "If subcontractor past performance is provided as part of the 5 of its most relevant contracts or efforts,...." Please clarify in the offeror can submit up to three (3) or five (5) contracts as past performance.

Q60 Answer:

The following have been modified:

SOLICITATION FORM

A.) Proposals are due no later than 2:00pm EST on 31 December 2018.

B.) Proposals shall be sent to the NAVSUP Fleet Logistics Center (FLC) Norfolk - Philadelphia Contracting Office as follows:

NAVSUP FLC Norfolk – Philadelphia Contracting Office

RFP#: N00189-19-R-Z014

Attn: Pete Certo, Code 260.3B 700 Robbins Ave, Bldg. 2B Philadelphia, PA 19111-5083

C.) The point of contact for this solicitation is:

Pete Certo

(215) 697-1017 Peter.Certo@navy.mil

D.) All questions about this requirement should be submitted to Pete Certo in writing as a consolidated list to the email address listed above, no later than 2:00pm EST on 12 December 2018.

E.) This requirement is being solicited as a 100% small business set aside under NAICS code 561422 using a size standard of $15 million.

F.) The incumbent contractor is Strategic Data Systems under N00178-14-D-7939-EX02.

G.) The Service Contract Labor Standards Act is applicable to this requirement. The applicable wage determination for Millington TN is 15-4673 Rev 7. The applicable wage determination for Norfolk VA is 15-4341 Rev 10. Wage determinations can be retrieved from https://www.wdol.gov

SECTION C - DESCRIPTIONS AND SPECIFICATIONS

The following have been modified:

PWS

Performance Work Statement (PWS) for MPT&E My Navy Career Center (MNCC) Contact Center Support Services

1. Introduction

1.1. Acquisition Objective

This Performance Work Statement (PWS) outlines the requirements for the MyNavy Career Center (MNCC) Contact Center Tier 1 and specific Tier 2 services dedicated to MPT&E.

1.2. US Navy MPT&E Overview

The Manpower, Personnel, Training, and Education (MPT&E) enterprise is responsible for manning the Fleet and making sure that Sailors are ready for the litany of jobs and tasks they will be asked to undertake in the Navy. This responsibility includes the entire Hire-to-Retire process that consists of finding and recruiting talented individuals to serve, executing training pipelines that take young Sailors through their initial education and beyond, processing pay and personnel transactions, and ensuring that ships, squadrons, and submarines are fully manned.

2. Background Processing personnel, pay, and travel transactions properly is critical to ensuring Sailors’ records are accurate, transactions are auditable, and services are responsive to Sailors and Commands. These activities have a direct impact on Sailor morale, Command decision-making, and leadership oversight capability. The lack of integration across the MPT&E domain makes obtaining services or resolving issues difficult for Sailors, requiring extensive face-to-face transactional field support scattered across multiple organizations with unclear lines of responsibility. Current personnel records are managed in a multitude of different legacy systems, where no single system or data record is authoritative. Sailors and Human Resources (HR) professionals must track down and correct errors in multiple systems. According to the Sailor 2025 initiative, a lack of transparency and a perceived lack of accountability of the chain-of-command in response to personal requests, competitive opportunities, and other personnel actions are significant sources of Sailor dissatisfaction.

MPT&E is modernizing the personnel system to reorganize the different subordinate commands and upgrading the IT infrastructure. The two main challenges, which will be addressed by the future capability, are the:

· Lack of an integrated and robust service delivery model

· Multiple, disparate personnel systems The goal of the MPT&E Transformation is to improve the efficiency, effectiveness, and quality of HR and learning services provided to Sailors, fleet commanders, and the Navy as a whole.

2.1. Strategic Direction

A central component of the MPT&E Transformation is the MNCC, a shared-services organization that enables the consolidation of administrative and transactional processes from across MPT&E and the Hire-to-Retire process. MNCC helps to improve service delivery through the concentration of expertise to enable a stronger workforce, achieve efficiencies through scale, standardize service delivery, and provide MPT&E with a greater ability to focus on the mission. MNCC’s key objective is to improve the customer experience for consumers of MPT&E Services, including Sailors, their families, Fleet commanders, and the Navy as a whole.

2.2. MNCC Operational Overview

The MNCC utilizes a tiered service deliver model common to industry to deliver MPT&E services to the Navy, it includes a transactional self-service portal, multiple Contact Centers, and integrated Transactional Support Centers. MPT&E operates all current (Millington, TN; Norfolk, VA; and Great Lakes, IL) and future MNCC locations as a network, creating a single virtual organization that efficiently distributes work and is seamless to customers, providing end users with a Single Point of Entry (SPOE) to request or obtain MPT&E support 24x7.

The tiered support structure enables the escalation of service requests to the appropriate level for resolution. The base-level tiers are intended to handle high-volume, low-complexity service requests which largely follow repeatable and business-rule driven processes. If support types require deeper subject matter expertise, are more complex, or require specific skill sets, then corresponding service requests are routed or escalated to higher-level tiers. MPT&E has organized MNCC into four tiers to efficiently manage workflow and deliver services. The four tiers are:

· Tier 0: Self-Service - MyNavy Portal (MNP) – Navy Service Members access a web-based portal to initiate transactions and resolve inquiries. Tier 0 includes all current or future self-service channels (Interactive Voice Response (IVR), Mobile Applications, and other systems).

· Tier 1: MNCC Contact Centers – Agent-assisted points of contact are available to provide additional inquiry resolution and transaction initiation support for Sailors and Commands. Contact Centers will concentrate expertise, realize efficiencies through scale, and standardize service delivery.

· Tier 2: Subject Matter Experts (SMEs) and MNCC Transactional Support Centers – Teams of functional specialists are available to process specialized transactions and resolve inquiries that are more complex.

· Tier 3: Business Design Owners (BDOs) – BDOs are represent each Career & Life Event (CLE) across MPT&E and have knowledge of the mission, law, regulations, and policies associated with supported processes. Enterprise Support (ES), Force Development (FD), and Force Management (FM) experts provide functional advice and resolve the most complex issues.

Enabling technology supports service requests submitted through the self-service portal or initiated in the Contact Center including a case management system, workflow routing technology, telephony, and other contact center and shared service center infrastructure. Personnel throughout the MNCC shared services organization access the same HR systems and databases on the back-end. This model provides business continuity and allows load sharing among the different locations for surges in processing demands.

3. Scope of Services The contractor for the MNCC Contact Centers will provide Tier 1 support for Sailors, recruits, Navy families, Reservists, Retirees, Veterans, and the general public. The Contact Center is charged with instilling confidence in our customers that the Navy delivers quality customer service for our greatest asset – our Navy family. The contractor will provide some Tier 2 services that can be performed by general administrative clerks.

The multi-channel MNCC Contact Centers will serve as the one-stop shop that allows entry into MPT&E’s complex environment for personnel services worldwide. The MNCC Contact Centers must address issues, field Sailor, Family, and Command questions, and provide self-help access in a user-friendly environment. This effort is designed to enhance the Service Member experience by leveraging people, processes, and technology in a knowledge-rich environment to maximize available information through multiple contact channels while minimizing the volume of phone calls requiring agent-directed support.

The MNCC Contact Centers support the following list of efforts:

· General information inquiries; Service Request (SR) intake, escalation, and resolution; and transactional processing for the following CLEs:

· Advancement & Promotion (including Selection Board Administrative Support)

· Assignment, Leave, & Travel

· Career Planning

· Deployment & Mobilization

· Retirements & Separation

· Performance

· Recruitment

· New to the Navy

· Training, Education, and Qualifications

· Pay & Benefits

· Sailor & Family Support

· Records management support (Service members’ information corrections and changes)

· Post-9/11 GI Bill benefit transfers

· Navy Locator Services

· Service members Civil Relief Act (SCRA) inquiries and processing

· Emergency Coordination Center (ECC) support

· Casualty services administrative support

· Continuity of Operations (COOP) The MNCC Contact Centers currently respond to customer requests generated by phone, email, chat, fax, via the online portal, and/or the Customer Relationship Management (CRM) system. The MNCC Contact Centers maintain and update a knowledge repository and play an active role in the organization’s knowledge management system. Over time, the organization will move towards an omni-channel solution where MPT&E may add or remove contact channels as technology improves.

Support services, as described, must be focused on resolving inquiries, transactions, and requests relating to the complex nature of HR related topics across the broad spectrum of payroll, employment verification, benefits, travel, personnel development, training, recruiting, enlisting, retirements, separations, extensions, re-enlisting, mobilization and de-mobilization pay and disbursing operations, locator services, career management, and selection boards as part of all the CLEs listed above which represent the full Hire-to-Retire lifecycle for the Navy.

3.1. Transition to Initial Operating Capability (IOC)

The MNCC Beta 1 capability go-live was Monday, September 24, 2018. MNCC Beta 1 operational designs and enabling information technology (IT) systems may persist for one to two years as initial operating capability (IOC) infrastructure (facilities and IT) are developed. During this period, Beta 1 will serve as a foundational platform to begin operational changes that bring MPT&E closer to the transformation vision of a shared service platform to deliver improved and more efficient service to Sailors.

MPT&E will implement multiple service delivery releases moving toward an IOC and beyond where additional functionality, technology, and service areas are added to the service centers. Additionally, changes to components of the technical solution (i.e. telephony and CRM) may occur over time and may include new applications or hardware. At or before IOC, MPT&E will supply industry standard contact center technologies for CRM and telephony as GFE. Until such time the contractor will support the government in sustaining existing solutions and assist in the configuration of changes to enable MNCC to perform new functions.

During this contract’s period of performance, MPT&E will transition additional support types to the MNCC shared services organization. Workforce management analysis will dictate labor support needs that will likely change within several months of MNCC Beta 1 go-live. Constant iteration on workforce requirements as volumes increase will be necessary to stay ahead of staffing requirements. MPT&E may require the contractor to grow (up to 450 personnel or more) based on volume expectations and workforce management results to meet the added responsibilities of the MNCC Contact Center and shared services delivery model. Capability to ramp up and down based on seasonality will be required to adjust appropriately for seasonality, functional growth, and self-service and/or deflection success.

Adoption rates of the MNP self-service capabilities, the implementation of an improved Interactive Voice Response (IVR) system, and the planned introduction of mobile applications could offset some of the expected Tier 1 contact volumes.

3.2. Continuity of Operations (COOP)

The contractor shall assist the government in developing, maintaining, testing and executing an MNCC Contact Center COOP plan. The plan must provide details on how the contractor will continue to operate MNCC Tier 1 and prevent service disruptions should there an event occur that affect the ability of MNCC facilities, equipment, or personnel to operate normally.

3.3. Continuity of Services

The Contractor recognizes that the services under this contract are vital to the Government and must be continued without interruption and that, upon contract expiration, a successor, either the Government or another contractor, may continue them.

4. Tasks

4.1. Contact Center Operations

Contact Center operations will initially include a selection of multi-channel customer access options such as voice, email and chat and a legacy CRM that will serve as primary contact center tools. Over time, the government may replace these tools with next generation omni-channel communications with integrated CRM. The contractor will need to execute Tier 1 contact center operations regardless of toolsets to include the following requirements:

· Field customer contacts for Sailors, recruits, Navy families, Reservists, Retirees, Veterans, and the general public in line with service level agreements across the broad spectrum of MPT&E CLEs across the Hire-to-Retire lifecycle

· Diagnose customer inquiries and search knowledge management repository to either resolve or initiate resolution

· Initiate service requests, document accordingly, follow initial intake processes and forward to appropriate queue as needed or close case if inquiry is resolved

· Provide appropriate omni-channel and CRM reports and analysis as indicated in reporting and deliverables section

· Create and deliver a comprehensive Quality Control Plan

· Create and deliver a Quality Assurance Program that monitors, coaches and provides feedback to agents on a frequent periodicity

· Create and deliver a robust customer satisfaction assessment methodology

· Ensure a consistent and positive customer experience is being projected and service requests are being resolved as quickly and efficiently as possible

· Resolve contacts at the lowest Tier possible

· Follow COOP and DR/BCP plans as outlined by the Navy, from periodic short-term system outages to catastrophic loss of platforms or weather related events

· Work with government to establish closed case status by support type and adhere to SLAs as appropriate

· Provide a minimum of one bilingual agent per shift to fluently speak, read, and write in English and Spanish

· Provide Navy Locator Services (i.e. issue Service Members Civil Relief Act certificates and Department of Defense (DoD) Bone Marrow Program notifications)

· Support for analyzing and completing routine, low-complexity processing tasks managed to completion and documented in CRM and other applicable systems

· Utilize CRM software to receive and manage assigned caseloads

· Respond to customers using the customer’s preferred method of communication and do so in a courteous and timely manner

· Oversee and manage the day-to-day operations of the Contact Center

· Supervise all assigned staff and have responsibility for performance management

· Establish and monitor performance metrics

· Responsible for tracking the accuracy, effectiveness, and execution of the Contact Center

· Provide casualty services administrative support

· Provide some Tier 2 services that can be performed by general clerks

· Add or remove contact channels as directed by the government

4.2. IT Support

MNCC operations require multiple enabling IT solutions to provide services to customers. The contractor will provide IT support to maintain and configure existing and future systems to meet changing service requirements. Enabling IT includes the current Oracle E-Business CRM, existing Avaya telephony, and any future solutions the government may implement. The contractor is responsible for ongoing sustainment and configuration of MNCC enabling IT only, major system integration efforts are outside the scope of the contract.

The contractor will:

· Add, move, or remove CSRs, supervisors, teams, and other personnel from MNCC systems as necessary

· Add or remove phones from the MNCC telephony systems

· Create new team and supervisor configurations with CSR assignments

· Configure skill groups and attribute mappings

· Provide IP Phone, line, and voicemail changes

· Add new dialed number and routing configurations

· Provision new network device routing plans in the network

· Add, update, or remove call and work flows

· Add, update, or remove call type and work queues

· Update audio files in support of voice applications

· Setup emergency call and work flows

· Add, update, or remove standard or custom reports from available MNCC systems

· Generate reports to include call arrivals, total calls, interaction counts and other variable as necessary

· Setup new users on all MNCC enabling IT outside of the standard NMCI seat setup

· Monitor enabling IT systems and infrastructure for performance related issues and make recommendations for the remediation of identified issues; when directed by authorized government personnel, make changes to IT enabling technologies to remediate issues

· Monitor enabling IT status and perform maintenance when approved by the government

· Apply patches as necessary when approved by the government

· Provide documentation to support system and network change approvals and

· Update system and network documentation to capture current configuration

· Develop and maintain Continuity of Operations (COOP) plans for all enabling technologies

· Establish procedures to govern system access, requirements development, code quality, and technology environment stability

4.3. Command Center Operations

Establish an appropriate Command Center construct to centrally manage Service Management components across all MNCC Contact Center locations to include: Intra-day Traffic Management, Workforce Management, Voice of the Customer, Quality Assurance. The contractor will coordinate all Command Center operations with government Contact Center leadership. The contractor will:

· Manage and monitor all Workforce Management (WFM) activities in support of tasks outlined in section

· Workforce Management (WFM)

· Manage and monitor all Quality Assurance activities consistent with the approved Quality Control Plan outlined in section 14. Quality Control Plan

· Perform intra-day traffic management, to include monitoring all incoming traffic on all contact channels, identifying variances with forecasts, coordinating changes to personnel schedules and assignments to address issues affecting service levels, and provide information to the government as needed

· Monitor customer satisfaction and manage analysis, planning, actions, and evaluation consistent with the Voice of the Customer

· Provide daily direction and communication to employees so that customer service calls are answered in a timely, efficient, and knowledgeable manner

· Provide continual evaluation of processes and procedures

· Be responsible for suggesting methods to improve operations, efficiency, and service to both internal and external customers

· Provide performance feedback and coaching on a regular basis to each team member

· Ensure contract employees have appropriate training and other resources to perform their jobs

· Respond to and resolves employee relations issues expressed by team members

· Address disciplinary and/or performance problems according to company policy and Government requirements

· Ensure all technical and functional teams are working efficiently and effectively

· Partner with Government personnel and presents holistic analyses and situational awareness of operational issues

· Provide the Government with advice and recommendations needed to select appropriate solutions or courses of action

· Monitor contact center activity on a regular basis to ensure compliance with service level targets, ensuring timeliness, prioritization, and proper distribution of workload

4.4. Workforce Management (WFM)

Customer contacts with MNCC personnel will include telephone, written correspondence, fax, walk-ins, e-mail, chat, web, and mobile channels which are then routed to Contact Center agents for a response. The contractor will supply a WFM tool until the government is able to acquire such a tool for the vendor to use. The contractor will supply any and all data generated in the contractor’s tool related to MNCC and the WFM task.

In addition to providing the tool, to support WFM the contractor shall:

· The contractor shall provide a Workforce Management Methodology as part of their response and then implement this response in an effort to properly forecast, schedule and staff each contact channel to reach service level goals.

· WFM methodology shall be implemented within 60 days of award.

4.5. Training Design & Delivery

MNCC aims to deliver world-class customer service to all users, which relies significantly on the skills and abilities of the contractor’s personnel who interact directly with customers. To enable consistent, high-quality customer service the contractor will design, develop, and implement a continuous training program based in industry best practices (e.g. COPC Customer Experience (CX), ISO 18295-1). Training on technology toolsets will be provided by the associated Technology provider. The Contractor shall interface directly with cross-functional management and technical points of contact and provide oversight and management of Instructors.

The contractor shall construct training coursework and materials to address specific learning objectives. All training coursework and materials are to be approved by the Government prior to presentation to contractor personnel and will meet department objectives for training standards. The training curriculum shall include the following minimum components:

4.5.1. Training Curriculum

· Develop and implement a comprehensive training program to ensure that MNCC staff provide superior levels of customer service across all customer access channels. Training must cover soft skills, tools and technology and policy and process/procedure and should be developed in a comprehensive agent life-cycle manner.

· Develop and provide the government curriculum in various media…