N00189-19-R-Z014_MNCC_RFP.docx

N0018919RZ014

Section A - Solicitation/Contract Form

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.

Section B - Supplies or Services and Prices

SECTION B LOCAL CLAUSES

LEVEL OF EFFORT (COST TYPE CONTRACT) (SINGLE AWARD IDIQ) (SEP 2015)

(a) The level of effort for the ordering period of this contract during the period from the start of contract performance to 60 months thereafter is based upon 3,536,640 estimated manhours of direct labor. The total level of effort is 3,536,640 estimated manhours of direct labor (hereinafter referred to as the “Estimated Total Hours”).

(b) The estimated composition by labor category of the Estimated Total Hours is as follows:

*** Contractors shall not deviate from the level of effort above. The hours are broken apart by year for propsosal pricing purposes. The total amount of hours for the five year ordering period is 3,536,640 and can be ordered as necessary across the entire five year period.

(c) The Estimated Total Hours include overtime and subcontracting hours but exclude holidays, sick leave, vacation days and other absences.

(d) CPFF task orders resulting from this contract may be either term or completion type. The number of hours expended per month under each resulting term-type task order shall be commensurate with the pursuit of performance of the task order’s statement of work, provided that such fluctuation does not result in the utilization of the task order hours prior to the expiration of the task order. The number of hours for any labor category may be utilized by the contractor for any other labor category if necessary in performance of the contract.

(e) The contractor shall not be obligated to accept orders beyond the contract’s Estimated Total Hours, except that the Contracting Officer may place orders in excess of the Estimated Total Hours until the contract’s total estimated cost has been expended. In that the contract’s fixed fee is to be paid out at an hourly rate based on the contract’s Total Estimated Hours, the government will not be obligated to pay fee on any hours ordered in excess of the Estimated Total Hours. Any hours expended in excess of the Estimated Total Hours shall be excluded from all fee computations and adjustments. The Contracting Officer may also place orders in excess of the total estimated cost until the Estimated Total Hours have been expended. In no event, however, will the Contracting Officer, pursuant to this paragraph (e), place orders in excess of the Estimated Total hours if the Contracting Officer has placed orders in excess of the total estimated cost. Nor will the Contracting Officer, pursuant to this paragraph (e), place orders in excess of the total estimated cost if the Contracting Officer has placed orders in excess of the Estimated Total Hours. The Contracting Officer may extend the contract period in order to place orders up to the total estimated cost and the Estimated Total Hours.

(f) If at any time during this contract the contractor expends in excess of 85% of the available estimated manhours of direct labor (at the contract and task order levels), the contractor shall immediately notify the Contracting Officer in writing. Nothing herein shall be construed to alter or waive any of the rights or obligations of either party pursuant to the clause entitled “Limitation of Cost” and/or “Limitation of Funds.”

(g) For any resultant fixed-price task orders, the hours proposed shall be considered against the contract’s Estimated Total Hours.

(h) It is understood and agreed that for each CPFF task order issued under this contract, the number of hours and the total dollar amount for each labor category specified in the task order are estimates only and shall not limit the use of hours or dollar amounts in any labor category which may be required and provided for under an individual task order. Accordingly, in the performance of any CPFF task order, the contractor shall be allowed to adjust the quantity of labor hours provided for within labor categories specified in the order provided that in so performing the contractor shall not in any event exceed the ceiling price restrictions of any order, including modifications thereof.

LEVEL OF EFFORT - TASK ORDER PERFORMANCE (SINGLE AWARD IDIQ CPFF CONTRACT)

It is understood and agreed that for each CPFF task order issued under this contract, the number of hours and the total dollar amount for each labor category specified in any task order issued under this contract are estimates only and shall not limit the use of hours or dollar amounts in any labor category which may be required and provided for under an individual task order. Accordingly, in the performance of any CPFF task order, the contractor shall be allowed to adjust the quantity of labor hours provided for within labor categories specified in the order provided that in so performing the contractor shall not in any event exceed the ceiling price restrictions of any order, including modifications thereof.

PAYMENT OF FIXED FEE (CPFF SINGLE AWARD IDIQ) (SEP 2015)

The fixed fee for work performed under this contract is $__*__ provided that approximately __**__ hours of technical effort are employed by the contractor in performance of this contract. If substantially fewer than __**__ hours of technical effort are employed, the fixed fee shall be equitably reduced to reflect the reduction of work. The Government shall make monthly payments of the fixed fee at the rate of $__***__ per direct labor hour invoiced by the contractor. For the purposes of tracking the contract’s total fixed fee, the “fixed fee” associated with any fixed-price task order will be the product of the above rate(s) multiplied by the total hours proposed for the task order. All payments shall be in accordance with the provisions of FAR 52.216-8, “Fixed Fee,” and FAR 52.216-7, “Allowable Cost and Payment.” Payments shall be subject to the withholding provisions of Paragraph (b) of FAR 52.216-8, provided that the total of all such monthly payment shall not exceed eighty-five (85%) percent of the fixed fee. Any balance of fixed fee due the contractor shall be paid to the Contractor, and any over-payment of fixed fee shall be repaid to the Government by the Contractor, or otherwise credited to the Government at the time of final payment.

NOTE: The hours specified under __**__ shall be adjusted downward in accordance with the Level of Effort clause, paragraph (g), when the Government issues an FFP task order.

* Completed at time of award using the proposed fixed fee dollar amount.

*** Completed at the time of award; the Fixed Fee rate is calculated by dividing the fixed fee amount (*) by the number of hours (**), (PROPOSED FIXED FEE / HOURS = FIXED FEE RATE).

MyNavy Career Center Labor Support

CPFF

IAW the PWS in Section C FOB: Destination

MILSTRIP: NOPNAV20181838

PURCHASE REQUEST NUMBER: NOPNAV20181838

PSC CD: D316

ESTIMATED COST

FIXED FEE

TOTAL EST COST + FEE

Travel

COST

IAW JTR and ISO CLIN 0001 FOB: Destination

MILSTRIP: NOPNAV20181838

ESTIMATED COST

Other Direct Costs

COST

ISO CLIN 0001

FOB: Destination

ESTIMATED COST

Lot

CDRLs

CPFF

IAW PWS

FOB: Destination

ESTIMATED COST

FIXED FEE

TOTAL EST COST + FEE

Section C - Descriptions and Specifications

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 as appropriate whether, classroom leader led, computer based, or otherwise for approval prior to delivery.

· Provide training participants with an overview of project goals and objectives, performance goals (i.e., quality and productivity).

4.5.2. Customer Service Representatives (CSRs)

· Develop the training programs and courses with the premise all new staff may have little or no contact center or customer service experience. The courses shall provide participants the opportunity to develop skill levels in telephone etiquette, listening, problem-solving, verbal and written communication, managing stress, working in teams, and other course modules related to foundational customer contact and human interaction skills.

· Ensure that CSRs are adequately trained in all channels where they will handle interactions. Various types of interactions will require the ability to support non-English speaking individuals; individuals who are hearing, speech, or visually impaired; individuals with low literacy ability; irate and/or abusive callers; callers in crisis situations; and any other caller diversity issues that may be identified.

· Develop training to educate CSRs in the terminology, services, laws and regulations (i.e., Privacy Act), systems, and protocols specific to the task requirements.

4.5.3. Leadership

· Provide Contact Center management content (i.e., operations and service level).

· Build courses to provide participants the opportunity to develop skills in coaching, team building, time management, problem solving, and other course modules related to human performance management.

· Educate the leadership team through training in the terminology, services, systems, and protocols specific to the task requirements.

4.5.4. Support Personnel

· Provide training to develop specific skills relating to a team member’s areas of expertise including, but not limited to, supervision, training, quality, service level management, and technical support.

· Develop training to educate support personnel in the terminology, services, and protocols specific to the task requirements. Contractor shall also include enhanced training modules to inform staff of Government organizational structure and agency missions, applicable laws and regulations, new or modified programs, and/or service offerings specific to the task requirements.

4.5.5. Instructor Criteria

· Provide instructors who are professionally trained and qualified to deliver all training provided under this PWS.

· Deliver training at Government-provided facilities (unless otherwise authorized by the government).

· Maintain an effective student-to-instructor ratio and class size limits not to exceed a ratio of 25:1. Government personnel will be available during start-up to provide content knowledge training for the startup CSRs and/or conduct train-the-trainer style learning sessions with Contractor's training instructions for course modules. Additionally, the Government may make personnel available to provide initial and/or regularly scheduled (i.e., bi-annual) task-specific training sessions with contractor's staff.

4.5.6. Course & Reference Materials

· Develop course materials based on relevant information and materials provided by the Government, including but not limited to, program background, laws and regulations (i.e., Privacy Act), services, work types, policies and procedures, and related systems.

· Revise training materials as necessary to accommodate program or policy changes, keeping all training materials up-to-date for the duration of the contract, based on changes to the organization, survey feedback, employee performance and customer feedback. All training coursework and materials are to be approved by the Government prior to presentation to contractor personnel.

· Ensure updates to training materials are carried over to applicable ancillary reference materials, job aides, and supporting processes inclusive of Contact Center operations and quality assurance programs. Prior to task implementation, the contractor must provide the Government with a copy of task-specific training materials for review and approval and with a copy of all other training materials to be delivered under a specific task order for review only.

· Provide a copy of the most recent training materials upon request by the Government at any time during the performance of the task.

· Ensure training materials and programs reflect current lessons learned and updated materials

4.5.7. Recordkeeping of Training Activities

· Maintain a comprehensive list of MNCC employees who have received training and/or obtained contractor certification, including the frequency of training, types of training, and results of training. Update and maintain database environments as necessary

· Maintain copies of all training records and reports for the duration of the contract

· Provide weekly and monthly status reports pertaining to training compliance

4.5.8. Training Metrics & Analysis

The contractor shall provide training metrics and analysis, including but not limited to the following:

· Measure CSR classroom training performance by a combination of written tests and job simulated exercises at the level of baseline performance goals for new CSRs and target performance goals for experienced CSRs

· Analyze the results of CSR training performance measures

· Measure training effectiveness and performance of the instructor(s) by third party analysis or student survey

· Revise the training program based on the results of CSR and instructor performance metrics, focusing on those CSRs for whom additional/modified training may be indicated

4.6. Knowledge Management Maintenance & Support

Knowledge Management (KM) is a key foundational component to high quality contact center operations. MPT&E established a foundational knowledge base which resides in the existing CRM tool, and will migrate to any future tool. MPT&E seeks to use KM to establish a single source of truth on MPT&E services to assist customers, reduce the burden on subject matter experts, and help CSRs deliver excellent customer service consistently. MPT&E uses a KM governance model that prescribes processes and procedures for maintaining and adding knowledge. To support KM the contractor will:

· Support the KM governance model to keep articles as up to date and relevant as possible in order to minimize the possibility of providing incorrect information to Sailors.

· Maintain the knowledge base in the current or future CRM

· Identify gaps in the knowledge base or incorrect knowledge articles to the government knowledge resources.

· Provide recommendations to improve knowledge articles and the governance process

· Process approved updates to knowledge articles and enter new approved articles into the CRM

4.7. Site Management Support

The contractor shall provide site management support at each MNCC location to manage and direct onsite contractor personnel. The Site Manager should act as liaison between contractor staff, Contracting Officer (KO), and the COR or other appropriate government personnel.

The contractor shall perform daily/weekly activities including:

· Provides contract execution oversight

· Tracks major project task implementation and completion

· Verify schedule adherence of all contractor staff covered by this contract and report accordingly, maintaining the targeted threshold indicated in the performance management section of this PWS.

· Track individual contract employee compliance with all performance metrics included in this contract and take appropriate action

· Ensure that contract employees complete MPT&E required training courses within the first 90 days of employment

· Attend and participate in other training sessions and meetings as required.

· Provide daily, weekly and/or monthly status updates to the COR

· Submit, revise, and execute a Program Management Plan as approved by the Government

· Participate in scheduled status and performance review sessions on site and virtually

· Attends monthly meetings, provides monthly reports, and monitors Quality Control Plan and Contingency Operations Plan requirements

· Prepares reports to satisfy Government contractual mandates, to include monthly and quarterly activity reports (deliverables and/or services rendered), funding execution and projections to include labor and other direct costs, and interim progress review reports

4.8. Continuity of Operations (COOP) Planning

The government will provide the contractor a MNCC COOP plan. In collaboration with government, the contractor shall further develop and implement the business COOP plans and procedures addressing operations in the event of a shutdown or lapse in service for any reason. This is to minimize service disruption to government customers. The plan shall identify risks as well as steps necessary to prevent identified risks from occurring. The plan shall include an alternate set of steps to minimize the impact should prevention fail. The plan must also define the precise steps to recover as quickly as possible, including recovery procedures for physical facility, data systems, Contact Center systems and applications, communications networks, customer access points, partners and procedures, and staff.

The COOP plan shall address the ability to resume operations in in the event MNCC Millington, MNCC Norfolk, or both require evacuation. Executing the COOP plans when such evacuations are necessary shall involve travel from one MNCC location to another, or to a designated remote COOP site(s)., MPT&E maintains a COOP site in New Orleans, LA at the SPAWARSYSCEN ATLANTIC Enterprise Service Desk which will support up to 30 personnel.

The contractor shall:

· Develop procedures to test the plan and, at a minimum, perform COOP plan testing on an annual basis. An actionable, testable solution will need to be in place by within 60 days of award in anticipation of the IOC go-live.

· Implement procedures for communicating to the COR, Government primary point of contact and/or designated Government key personnel disaster-related issues that inhibit Contact Center operations.

· Define an escalation process addressing various stages of issue severity and the notification level appropriate to each.

· Assist the government in executing the COOP when necessary to minimize service disruption, which may include the transfer of personnel from one place of performance to another

· Assume (24x7) responsibilities for COOP events lasting four days or less.

· Designate a member of their team as the Contractor’s COOP lead, the lead shall oversee the Contractor’s efforts during COOP implementation(s) and provide the government with updates on the COOP implementation.

· Report personnel/manning issues as well as technical problems along with resolution recommendations to the Government MNCC Contact Center Department Head and COR daily during an event requiring the implementation of a COOP plan.

4.9. Continuity of Services

The Contractor agrees to—

· Furnish phase-in training; and

· Exercise its best efforts and cooperation to affect an orderly and efficient transition to a successor.

The Contractor shall, upon the Contracting Officer’s written notice, (1) furnish phase-in, phase-out services for up to 90 days after this contract expires and (2) negotiate in good faith a plan (13.2.14. Phase Out Plan) with a successor to determine the nature and extent of phase-in, phase-out services required. The plan shall specify a training program and a date for transferring responsibilities for each division of work described in the plan and shall be subject to the Contracting Officer’s approval.

The Contractor shall provide sufficient experienced personnel during the phase-in, phase-out period to ensure that the services called for by this contract are maintained at the required level of proficiency.

The Contractor shall allow as many personnel as practicable to remain on the job to help the successor maintain the continuity and consistency of the services required by this contract. The Contractor also shall disclose necessary personnel records and allow the successor to conduct on-site interviews with these employees.

4.10. Continuous Improvement & Service Maturity

MNCC is a new service delivery organization supporting the Navy therefore the contractor must remain flexible and work with the Navy in developing and continuously improving the model. Whether adopting new technology platforms, adding or removing staff based upon demand and/or changes to or automation of processes, changes to needed reporting or analytics, changes or additions to knowledge or variation of metrics and their achievable targets, the Navy requires that this will be an organization that is focused upon continuously improving itself in order to consistently meet the demands of Sailors in the fleet. To support Continuous Improvement and Service Maturity the contractor shall:

· Incorporate new processes and support types into the operations of the contact center

· Participate in the integration of new technologies into the contact center

· Recommend additional improvements and methodologies to help the government provide world-class service to Sailors, their families, fleet commanders, and the Navy as a whole.

4.11. Selection Board Communications

The contractor shall process, log, and forward all selection board communications received at the MNCC.

Statutory selection board packages received by 1500 will be forwarded by 0800 the following day. Statutory selection board packages received between 1501 and 2359 on the convening deadline will be forwarded by 1000 on the first business day following the cutoff date. However, the L-Report covering the time between 1501 and 2359 will be delivered by 0800 on the day of convening.

Administrative board packages received prior to the deadline established in the governing NAVADMIN will be forwarded no later than 1400 the work day prior to the first day of prep-week. Administrative board packages received after the deadline will be forwarded no later than 1400 on the second day of prep-week.

The contractor shall prepare board packages to be delivered once a day, no later than 1000. On the day prior to a statutory board convening day, the MNCC will make a second delivery by 1600.

The contractor shall also:

· Modify the information logged for each piece of inbound correspondence to include a unique identifying number which is also recorded on the inbound correspondence

· Mark as late any materials received by the MNCC after midnight the day before the convening day deadline and all other selection board cut-off dates

· Notify PERS-80 and PERS-35 on convening dates by phone call or email as soon as the last piece of correspondence has been logged for each convening board and expedite delivery of the correspondence to Wood Hall for scanning to the appropriate system. If it is expected that delivery will be later than 1000, notify PERS-80, PERS-35, and all other applicable personnel via phone call and email

· If inclement weather affects processing, the contractor shall provide essential personnel with the experience to process Statutory Board packages on the last day prior to and/or the day a Statutory Selection Board convenes. During this period manual data capture may be required if systems are not available

4.12. Emergency Coordination Center (ECC)

When activated, the Contractor shall perform operations, personnel management, and technical competence to support NPC ECC customer service efforts in accordance with Navy Regulations, policy, and directives related to Navy Personnel Command’s Crisis Action Organization (CAO) which is a Division within the Customer Relations Management Department. The CAO consists of the Crisis Action Team (CAT) and the Emergency Coordination Center (ECC). The CAO is manned in response to urgent and/or emergent events anywhere in the world. The CAO may also be activated to allow for self-assessments by individuals.

The ECC is comprised of CSRs, active duty Enlisted and Officer Personnel, and Reserves. The contractor shall provide staff of qualified CSRs to activate and sustain operations for 24/7 up to 21 days.

Other objectives include:

· Timely response time to staff the Emergency Coordination Center phones at (877) 414-5358

· Proper routing and activation of CAO phones and communications equipment

· Specifically, the contractor shall provide the following Emergency Coordination Center support:

· Provide experienced CSRs as requested to activate the ECC

· Coordinate the periodic training of MPT&E personnel assigned to the ECC on the use of the phone systems and CRM tool for customer contact management. Assist in training, curriculum development and instruction

· Provide monthly phone system and computer maintenance. This will be routine in nature such as simply turning on computers in work spaces that have not been used for some time

· Maintain an accurate database of IT service request and outstanding tickets

· Work closely with Crisis Action Team (CAT) and CAO Director

· Participate in Personnel Accountability and self-assessment exercises

· Maintain access and qualified staff to facilitate the Navy Family Accountability and Assessment System

· Maintain a manual process for data capture when computer connectivity is unavailable. Input all data in the CRM tool as soon as systems are restored

· Train MPT&E personnel assigned to the ECC watch on the use of the CRM and other MNCC tools

4.13. Standard Operating Procedures (SOPs)

The contractor shall assist in the development of departmental and Command level SOPs, as required to support MPT&E. These SOPs shall serve as reference materials for MPT&E personnel. The information and procedures documented will cover a wide range of topics around providing customer service support for all CLEs within the Hire-to-Retire lifecycle encompassing personnel and pay systems, career management, and Reserves. The COR, with assistance from the respective departments, will review and approve the SOPs.

SOPS may cover the following activities to complete or resolve service requests:

· Documentation and forms necessary, and steps to review, complete, and/or revise documentation

· Systems and data required, including and system log-in information, data-entry steps, and IT support resources

·…