PERFORMANCE WORK STATEMENT

VA FSC Customer Service Representative Support for Financial Operations and Payroll

Services

1.0 BACKGROUND

The Department of Veterans Affairs (VA) Financial Services Center (FSC) is a Franchise Fund site authorized pursuant to the Government Management Reform Act of 1994 (Public Law 103-356).

The Act authorizes designated agencies to provide certain common administrative support services on a reimbursable basis both internally and to other Government agencies. Permanent status was conferred upon the VA Franchise Fund under the “Military Quality of Life and Veterans

Affairs Appropriations Act, 2006,” Public Law 109-114. Consequently, the VA FSC receives no federally-appropriated funding and is required to market VA FSC services to customers.

The VA Financial Services Center (VA FSC) supports the Department of Veterans Affairs by delivering innovative financial and data analytics services that enable VA customers to focus on

Veterans, their families, and their caregivers. To fulfill this mission, the VA FSC provides a broad range of financial services organized into specific functional areas. This requirement establishes

Call Center and Help Desk support, providing Customer Service Representatives (CSRs) who handle high‑volume phone, email, and CRM-based inquiries for two major VA FSC divisions: the

Financial Operations Service (FOS) Customer Engagement Commercial Division (CECD) and the

Financial Payroll Service’s (FPS) VA Time and Attendance System (VATAS) Customer Support team.

Historically, CECD process approximately 193,098 calls and 158,716 emails annually, averaging

16,091 calls and 13,226 emails per month, while VATAS Customer Support manages roughly 900 calls per week, 4,000 calls per month, and 50,000 calls annually, along with an average of 8,854

CRM tickets per month and 106,267 tickets per year. These combined workloads reflect a sustained enterprise demand for timely, accurate, and reliable customer service across system access, timekeeping, leave management, troubleshooting, and other operational support activities

The incumbent for the requirement is G2 Innovative Solutions, Inc. (G2IS).

2.0 OBJECTIVES

The objectives of this requirement are to provide call center and help-desk services that deliver timely, accurate, and customer‑focused CSR phone and email support across two

VA FSC functional areas: FOS CECD and FPS VATAS Customer Support. The Contractor shall ensure consistent responsiveness, accurate handling of inquiries, and reliable assistance in accordance with VA FSC service standards. Overall objectives are to achieve outcomes that include, but are not limited to:

• Providing knowledgeable, responsive customer support for CECD inquiries, ensuring accurate information and resolution within established service levels.

• Delivering high‑quality support for VATAS timekeeping and payroll‑related inquiries, including system navigation, troubleshooting, and guidance on time and attendance processes.

• Ensuring timely and accurate triage, documentation, and escalation of customer tickets in alignment with established workflows and escalation protocols.

• Maintaining full compliance with VA FSC policies, procedures, and federal data‑security requirements.

• Promoting a positive customer experience through clear, professional communication and consistent service delivery.

• Supporting continuous improvement by identifying recurring issues and recommending enhancements to customer service processes.

3.0 SCOPE

The Contractor shall provide comprehensive Customer Service Representative (CSR) support to the VA Financial Services Center (FSC), delivering timely and accurate customer assistance across CECD financial operations and VATAS time and attendance functions. This support includes responding to customer inquiries, assisting with system access and navigation, documenting interactions, and ensuring adherence to VA policies, procedures, and security requirements. Contractor services shall sustain operational continuity, promote efficient issue resolution, and support the mission objectives of both CECD and VATAS.

3.1. Summary of Services

The Contractor shall deliver customer support services that include responding to inquiries, documenting cases, triaging and routing issues, providing system guidance, and supporting basic troubleshooting for CECD and VATAS users. All services shall be performed in accordance with applicable VA FSC procedures and federal information security standards, ensuring consistent, compliant, and customer‑focused service delivery. Services withing the scope of services include but are not limited to achieving the objectives of this requirement as noted herein.

4.0 SPECIFIC TASKS & REQUIREMENTS

Tasks in relation to this support are as follows:

4.1. TASK 1: PROJECT MANAGEMENT (CLIN 0001)

The Contractor shall provide comprehensive Project Management for the duration of the contract, serving as the primary point of contact with the Government and overseeing the overall management, coordination, and execution of all tasks under this PWS. Project Management responsibilities include directing day-to-day operations to ensure compliance with contract requirements; coordinating staffing, scheduling, and resource allocation to meet performance standards; monitoring progress, resolving issues, and delivering regular status updates to the

Contracting Officer’s Representative (COR) and designated Government personnel; and ensuring the timely submission of all required reports and deliverables. The Project Management function shall remain available during normal business hours, respond to Government inquiries within agreed-upon timelines, and possess the authority, experience, and qualifications necessary to make decisions on behalf of the Contractor and effectively manage complex customer service operations.

4.1.1. Kick-Off Meeting (SLIN 0001AA)

The Contractor shall attend a Kick-off Meeting (Deliverable 1a) and collaborate with COR for creation of meeting agenda slides as well as collaborating with COR to establish a meeting to review the goals and schedule of the project with the Government Point of Contacts. The meeting shall be held virtually via the Microsoft TEAMS application and is attended by Government staff typically including the Program Manager (PM), Contracting Officer Representative (COR), Contracting Officer (CO), or Contract Specialist (CS) along with Contractor Key Personnel and others appropriate to agenda topics and actionable items (action items). The Contractor shall collaborate with the COR to review meeting topics and provide a post meeting summary record of all action items identified in the Kickoff Meeting.

The Contractor shall collaborate with the COR to review meeting topics for setting an agenda and

Contractor contribution of Agenda Slides (Deliverable 1b) for which the COR will incorporate to the presentation slides distribute prior to meeting.

The Contractor shall collaborate with the Government to establish initial Action Items

(Deliverable 1c) identified during the Kick-Off meeting. Action Items are notable elements of performance, workflow and prioritization of efforts that are identified in order to provide key elements of performance of the work and/or its prioritization and other parameters of the effort to be performed and provide better insight and tracking transparency for Government and Contractor as to status of the effort and its progress and any issues that may have presented during the progress of the requirement. Generally, Action Item status is typically reviewed and establishes overall priorities of workflow and are reviewed up front and updated in any subsequent meetings and/or reports in lieu of meeting minutes in lieu of meeting minutes and minutes reviews. Action

Items are a “living” item that are intended to place a focus on priorities and are intended to assist both Government and Contractor in focusing on current priorities of the workflow. At a minimum, the Kick-off meeting slides shall include the following topics:

• Introductions from Contractor Staff and Government employees involved in this contract

• A brief Contracting Officer overview of general contract and Government contract-related policy and regulations

• A brief overview of project administration and reporting by the Contactor

• A review of tasks by the Contractor to forge a common understanding of work to be performed, responsibilities, and Government’s priorities for the Contractor

• Review of the draft Staffing Plan

• Review of the draft Project Management Plan (PMP)

• Review of Action Items, updating or adding Action Items

• Collaborating and working to agree upon action items.

DELIVERABLES:

1a. Kick-Off Meeting

1b. Agenda Slides

1c. Action Items

4.1.2. Contract Project Management (SLIN 0001AB)

The Contractor shall provide services for Contract Project Management Planning that includes but is not limited to the following. The Contractor shall coordinate with the COR to provide the Project

Management Plan (PMP) (Deliverable 2). The Contractor shall develop, provide, maintain, and adhere to the PMP that describes the management strategy, approach, controls, processes, and efforts that will be utilized to effectively plan and execute the requirements of this contract. The

PMP should take the form of both a narrative and graphic format that displays the schedule, milestones, risks and resource support. A draft PMP shall be submitted as part of the Contractor’s proposal. The Draft PMP with updates will be reviewed with the Contractor Program Manager and COR or appropriate Government representative, and updates shall be provided following the

Kick-Off Meeting as outlined in the Deliverable Table. The PMP shall be considered a living document and may be revised or updated upon agreement between the COR and the

Contractor’s Program Manager.

4.1.3. Quality Control Plan (QCP) (SLIN 0001AC)

Additionally, CPMP will include integration of an effective Internal Quality Control Program

(QCP) (Deliverable 3) to ensure that services performed are in accordance with the PWS. The

QCP shall describe the standards and methodology used to ensure the quality and delivery of services and products meet task specifications.

4.1.4. Staffing Plan (SLIN 0001AD)

The Contractor shall provide a Staffing Plan (Deliverable 4) that provides the layout and expectations to meet the Level of Effort (LOE) required for performing the requirements of this

PWS successfully. A draft of the staffing plan is due with submission of the proposal. The staffing plan shall include descriptive information regarding applicable experience, transitioning in/out, hiring, on-boarding, retention, training, replacement of staff, at a minimum that demonstrates an overall plan of how the Contractor will manage their employees, and any subContractors as applicable. In addition to the above, the Staffing Plan shall include, but is not limited to providing:

• Retention Strategy – The Contractor shall identify the retention strategy to minimize staff turn-over

• Staffing Transition Strategy – The Contractor shall identify the transition strategy to move responsibilities from personnel exiting/leaving the program to personnel accepting the associated responsibilities.

4.1.5. Progress Planning Meeting (SLIN 0001AE)

The Contractor shall attend a Planning Meeting (Deliverable 5) for which Key Personnel and other appropriate staff shall attend virtually (typically via TEAMS) with the COR and applicable

Program Management staff. This meeting shall include a review of Action Item status and conclude by updating action items as applicable to the meeting discussion. Topics include, but are not limited to:

• Next Steps/Actions Planned

• Issues and Risks

• Staffing Updates (open positions, leave and coverage, etc.)

• Review of Action Items

4.1.6. Status Report (SLIN 0001AF)

The Contractor shall provide the Status Report (Deliverable 6) in a single Microsoft Excel workbook, with individual tabs separating each task area where work is occurring. Each tab shall contain the required information for that task area. Reports shall reflect data as of the last day of the preceding month and shall include all work completed during the reporting period, planned work for the subsequent period, and identification of any problems encountered, including resolutions or plans and timelines for unresolved items. The Contractor shall communicate with the COR as needed to prevent escalation of outstanding issues. At a minimum, each task‑area tab shall address:

• Status of action items

• Budget and period of performance

• Significant issues and recommended resolutions

• Activities completed

• Activities planned

• Personnel on-boarded

• Contractor Personnel Roster

• Planned personnel vacancies or absences and associated coverage plans

• Financial performance

• Status of GFE

• Monthly burn rate and hours usage

• Summary metrics

This report shall be subject to updates throughout the period of performance to include relevant information regarding the general status of contract activities, including technical, financial, and managerial issues.

4.1.7. Transition Plan (SLIN 0001AG)

The Contractor shall develop and execute a comprehensive Transition Plan (Deliverable 7) that covers both incoming and outgoing phases, minimizes disruptions to Government activities, and ensures a smooth handoff of responsibilities, knowledge, and ongoing work.

Incoming Transition:

The plan shall provide for an incoming transition approach that ensures a timely and orderly assumption of all contract duties. This includes reviewing existing documentation, conducting personnel onboarding, and coordinating with Government staff and any outgoing Contractor to understand ongoing priorities, workflows, and system access requirements. The Contractor will identify key personnel, establish communication channels, and outline milestones for full operational capability. The incoming transition plan will define how the Contractor intends to gain familiarity with current processes, capture institutional knowledge, and ensure continuity of services with no lapses in support.

Outgoing Transition:

The plan shall also provide for an outgoing transition approach that facilitates the seamless turnover of responsibilities at contract completion or transition to a follow‑on Contractor. This includes preparing all required documentation, updating work products, and transferring knowledge, tools, accounts, and relevant records. The Contractor shall cooperate fully with the

Government and any incoming Contractor to support an effective handoff and avoid delays or disruptions to mission activities. The outgoing transition plan will include timelines, roles, responsibilities, and clear expectations for close-out and turnover activities, including return/disposition of GFE/GFI/GFP.

4.1.8. Daily Attendance, Staffing and Labor Tracking Time Entry (LTTE) –

(SLIN 0001AH)

The VA-FSC requires comprehensive Labor Tracking Time Entry (LTTE) Time Entry

(Deliverable 8a) attendance reporting for all Contractor personnel assigned to this requirement.

The VA-FSC utilizes LTTE to track time entry for activity-based costing. The Contractor shall ensure that time entry and other information necessary to support time entry are accurately recorded in the current system in use within prescribed timelines and in accordance with guidance provided by the VA-FSC Cost Accounting Section (CAS). LTTE entry is a required administrative activity.

The Contractor shall submit a Daily Attendance Report (Deliverable 8b) identifying all personnel who are absent, late, or scheduled to leave early. This report shall be submitted twice each business day: a morning report provided and an afternoon report. Reports shall be submitted via email using a standardized format approved by the Government typically excel, with entries clearly indicating attendance status, schedule changes, and any known early departures or unplanned absences. The Contractor shall transmit each report via email to the COR and designated Government leads.

DELIVERABLES:

3. Project Management Plan (PMP)

4. Quality Control Plan (QCP)

5. Staffing Plan

6. Planning Meeting

7. Status Report

8a. Transition Plan

8b. LTTE Time Entry

8c. Daily Attendance Report

4.2. TASK 2: CECD SUPPORT - (CLIN 0003).

The VA FSC CECD operates as an enterprise-wide Tier 1 support, providing front-line customer service and system support for a broad spectrum of financial, travel, and payroll‑related inquiries.

CECD serves as the primary point of contact for VA staff, vendors, providers, and other external stakeholders who require assistance with payments, claims, system access, and financial transaction support. Users rely on CECD to report issues, obtain guidance, request system access, and resolve processing obstacles that affect their ability to complete required mission‑critical financial and payroll activities. The Contractor shall deliver Tier 1 services supporting CECD’s two primary functional areas: Station Support (Teams 1 and 2) and Vendor

Support (provider and customer support teams).

Who the Contractor Supports (End Users)

End‑users include VA station financial staff, VA program offices, commercial vendors, medical providers, and other external customers who experience challenges related to payments, claims, system access, or financial transactions. These users contact CECD through the Customer

Relationship Management (CRM) system, email, or telephone and rely support to resolve or triage issues.

Systems Utilized by CECD Support

Contractor personnel shall use CECD’s Customer Relationship Management (CRM) portal as the primary tool for receiving, processing, documenting, and resolving customer inquiries and/or cases. A case in a CRM is a single record that captures a customer’s issue, request, or inquiry from the moment it’s reported through its final resolution. It provides a centralized place to document the customer’s details, the nature of the problem, any troubleshooting steps taken, and all related communications. By tracking this information in one place, cases help support teams stay organized, ensure timely follow-up, and maintain a clear history of what was done and why.

Ultimately, cases serve as the core mechanism for managing customer service interactions and ensuring consistent, accountable support. They may also reference financial and system resources such as iFAMS, payment tracking portals, vendor file systems, and relevant FSC standard operating procedures as part of Tier 1 troubleshooting and customer assistance.

Contractor Staffing Requirement

Based on prior performance periods, the level of effort associated with the CECD CSR Lead position has averaged 3,840 labor hours across the period of performance. In addition, the core

CECD CSR services described in Sections 4.2.2 and 4.2.3 have historically required approximately 87,840 labor hours to sustain operational workload. During these periods, CECD

Customer Support operations have processed approximately 193,098 calls annually (averaging

16,091 calls per month) and 158,716 emails annually (averaging 13,226 emails per month). The

Contractor shall ensure sufficient staffing and labor availability to meet these historical service hour requirements and workload volumes, or any updated requirements as directed by the

Government. These hours and workload metrics represent the anticipated level of effort necessary to maintain timely, accurate, and uninterrupted customer service operations in support of CECD mission objectives. The Government provides these historical estimates to assist the

Contractor in planning, allocating, and sustaining adequate resources to support all required services.

4.2.1. CECD Team Lead Support (SLIN 0002AA)

The Contract Lead shall focus on oversight, coordination, quality assurance, and performance management activities over both Station Support and Vendor Support. The historical Level of

Effort (LOE) for this requirement is 3,840 hours.

The Contract Lead may be required to perform limited routine CSR call handling or email response support to maintain service levels, address temporary workload increases, or support operational continuity. The Contractor shall determine the appropriate level of direct CSR support performed by the Lead, provided such support remains minimal and does not interfere with the

Lead’s primary management responsibilities.

The Team Lead Designees shall provide support services that include, but are not limited to:

• Monitoring Contractor morning and afternoon attendance

• Monitoring phone queues for Contractor employee login and activity throughout shifts.

• Contacting team members online for status updates.

• Remaining online and responding to Contractor employee messages, customer chats, and emails

• Following up on customer issues and resolutions regarding Contractor individual performance.

• Assisting Contractor employees with IT issues and submitting IT tickets when appropriate

• Coordinating with Government management regarding contract employee performance, documenting actions taken.

• Maintaining a Daily Log of updates, customer requests, and tasks.

• Reviewing LTTE reports for accuracy against timecards

• Correcting discrepancies in LTTE

• Supporting Contract new hires with LTTE

• Assisting with on and offboarding tasks

• Perform limited routine CSR call handling or email response support

4.2.2. Station Support (SLIN 0003AB)

The Contractor shall provide VA-FSC CECD Station Support providing services internally to VA employees which will typically are received from requests through Microsoft TEAMS, telephone calls and CRM cases. The historical Level of Effort (LOE) for this requirement is 3,840 hours.

Services to be supported include, but are not limited to:

• Working email listener interactions through the Get Most Urgent (GMU) button within CRM and create cases.

• Loging all phone interactions with customers in CRM and creating Cases in relation to track interactions and responses as well as for follow-up.

• Ensuring to respond to all assigned emails and create cases in CRM if applicable.

• Utilizing various VA-FSC and VA systems within the VA network firewall to research customer inquiries.

• Interpreting regulations, policies, and procedures to analyze information and providing accurate, easily understood back to VA customers Responses

• Directing issues to the appropriate team or escalating issues to the Government for resolution as necessary and determining when requests need to be forwarded to upper-tier support.

• Providing clear and concise information found by Tier I/II documenting the Customer

Requests

• Following VA-FSC CECD Standard Operating Procedures, job aids, scripts, and the direction of Contractor Leads when moving the process to the next tier.

• Ensuring attention to detail, conducting thorough research and responding in a timely manner for all emails, calls, cases that are assigned.

• Ensuring of maintain access to all systems and financial information applications actively

• Responding to inquiries on basic technical issues in accordance with CECD process and procedures.

• Assisting internal VA-customers with system access and unlocking accounts due to inactivity or login issues.

• Handling customer requests for payment status or expedite payments.

• Researching and resolving Tier one (1) rejected payments, Credit Memos, and Treasury

Offset Program payments

• Transferring VA customers or items to the correct services within the FSC (e.g., Accounting for General Ledger questions, Payment Resolution for Bill of Collection) by establishing a CRM case.

• Utilizing VA-FSC and VA systems authorized by the VA FSC CECD Management

• Reviewing and interpreting relevant regulations, policies, and procedures to ensure compliance.

• Analyzing gathered information to support informed decision-making.

• Providing detailed reports and recommendations based on analysis.

• Enhancing operational efficiency and support program objectives.

• Interpreting information to provide a response that is accurate and easily understood by the customer.

• Updating and completing One Notes in accordance with training huddles and CECD

Government team leads, coordinators, supervisors and managers.

• Providing comprehensive phone support services to ensure efficient and effective resolution of VA customer issues.

4.2.3. VA-FSC CECD Vendor Support (Provider & Customer) (SLIN 0003AC)

The Contractor shall provide VA-FSC CECD Vendor Support (Provider & Customer), providing services externally to VA, for which will typically stem from requests through Microsoft TEAMS, telephone calls and CRM. The historical Level of Effort (LOE) for this requirement is 84,000 hours.

Services to be supported include, but are not limited to:

• Monitoring and action all assigned work in CRM

• Logging all interactions with customers in CRM

• Ensuring expedient response to all assigned emails

• Utilizing various VA-FSC and VA systems within the VA network firewall to research customer inquiries.

• Interpreting regulations, policies, and procedures to analyze information and providing accurate, easily understood responses.

• Determining when requests are forwarded to upper Tier for resolution.

• Providing clear and concise documentation of customer requests

• Routing issues to another team or elevating them to the Government for resolution as necessary.

• Following VA-FSC CECD Standard Operating Procedures, job aids, scripts, and the direction of Contractor Leads when moving the process to the next tier.

• Responding to inquiries on basic technical issues in accordance with CECD process and procedures

• Registering customers for system access and unlock accounts due to inactivity or login issues.

• Handling customer requests for payment status or expedite payments.

• Researching and resolving Tier one (1) rejected payments, Credit Memos, and Treasury

Offset Program payments

• Prompt Action to inquiries about Current Procedural Terminology (CPT) codes, inquiries about the reason a claim was rejected, establishment of a Bill of Collection, an accounting question, request for a corrected 2nd payment, inquiries about Benefit Travel, request to unblock a vendor’s file.

• Transferring VA customer or item to the correct service within the FSC (e.g., Accounting for General Ledger questions, Payment Resolution for Bill of Collection) by establishing a

CRM case.

• Transferring VA customers or items to the appropriate VA organization outside FSC (e.g., VA Medical Center for Benefit Travel questions, Office of Community Care for CPT code or claim denial questions) by providing a phone number and/or email address within one business day

• Utilizing VA-FSC and VA systems authorized by the VA FSC CECD Management

• Review and interpret relevant regulations, policies, and procedures to ensure compliance.

• Analyzing gathered information to support informed decision-making.

• Providing reports and recommendations based on analysis.

• Interpreting that information to provide a response that is accurate and easily understood by the customer.

• Determining when requests must be entered into the CRM tool and forwarded to upper

Tier for resolution.

• Providing clear and concise documentation of the customer’s request and information found by Tier I/II.

• Routing issues to another team or elevating them to the Government for resolution as necessary.

• Following VA-FSC CECD Standard Operating Procedures, job aids, scripts, and the direction of Contractor Leads when determining to move the process to the next tier.

• Providing comprehensive phone support services to TVA-FSC CECD and ensuring efficient and effective resolution of VA customer issues.

4.3. TASK 3: VATAS CUSTOMER SUPPORT TEAM (CLIN0004)

The VA Time and Attendance System (VATAS) Customer Support Team operates as an enterprise‑wide Help Desk, serving as the first point of contact for over 400,000 VA employees who use VATAS for timekeeping, leave, attendance, and payroll‑related functions. The Customer

Support Team primary role is to provide front‑line customer service, troubleshoot system and access issues, maintain user roles and profiles, and ensure accurate timekeeping data flows to payroll. The Contractor shall support this mission by providing trained CSRs and a Contractor

Team Lead who deliver timely, accurate, and policy‑aligned assistance to VATAS end‑users.

End‑users include:

VATAS serves a broad user community that includes VA employees and supervisors, Timekeepers and Time & Leave Approvers, payroll and administrative staff at VA stations, and

Contractors and military personnel assigned VATAS roles. These users routinely contact the

Customer Support Team through CRM tickets, email, or phone for assistance with system access, timekeeping, leave entry, tour‑of‑duty (TOD) updates, and other VATAS functions essential to maintaining accurate and compliant time and attendance processing across the VA.

Systems Used

Contractor personnel regularly use a suite of VA systems and operational tools to support timekeeping, troubleshooting, and customer service functions, including VATAS as the primary time and attendance system; CRM for ticket intake, documentation, routing, and tracking; Cisco

Finesse and Jabber for call handling and reporting; Manager Tools for generating reports and metrics; Calabrio for quality review and call playback; HRSmart for verifying employee profile information; and various VA-specific onboarding and access systems such as RAP, VPN,YOUR

IT, and APDS. Contractor staff also rely on Desk‑Top Procedure Guides and VA policy documents to ensure accurate user verification, effective troubleshooting, proper case routing, and adherence to established VA standards and compliance requirements.

Contractor Staffing Requirement

The historical level of effort includes 3,840 hours for the Contract Lead and 57,536 hours for

Customer Service Representatives (CSRs). Historical workload data reflects an average volume of approximately 900 calls per week, 4,000 calls per month, and 50,000 calls annually, in addition to an average of 8,854 CRM tickets per month and 106,267 tickets per year. This staffing level is necessary to ensure timely, accurate, and consistent support for VATAS users and to maintain continuity of operations across all timekeeping, leave, system access, and functional assistance activities.

4.3.1. VATAS Team Lead Services (SLIN0004AA)

The Contractor shall provide Team Lead level support services for coordinating and communicating between the Contractor’s Team and the Government, which will primarily be the

COR and Government Program Manager as well as the Contractor team management. VA has specific tools in relation to submission of help tickets that need triage within specific time intervals and resolutions within the tolerances of VA established goals for responses. Services related to

Team Lead level support services require the Contractor to take an active stance on ensuring expedience in services and resolutions that involve working with these systems and trouble-shooting tickets. The Contract Lead may perform limited routine CSR call handling or email response support to maintain service levels, address temporary workload increases, or support operational continuity. The Contractor shall determine the appropriate level of direct CSR support performed by the Lead, provided such support remains minimal and does not interfere with the

Lead’s primary management responsibilities. The historical Level of Effort (LOE) for this requirement includes 3,840 hours. Services, include, but are not limited to:

• Monitoring call queues via Cisco Finesse

• Reviewing live and recorded calls for quality (Finesse and Calabrio)

• Running phone performance and call volume reports

• Routing cases appropriately between Tier 0, Tier 1, and PHRSD

• Monitoring and triaging CRM ticket queues

• Assigning tickets, tracking updates, and ensuring timely resolution

• Updating daily ticket trackers and performance logs

• Managing account creation, access requests, onboarding/offboarding

• Handling RAP, VPN, YOUR IT, APDS, and other VA access workflows

• Reviewing new‑hire packets and system provisioning requests

• Coordinating communications across Tier 1 Leads and Government staff

• Processing SVO, VACO, SPA chat requests

• Delivering announcements, operational updates, and workflow changes

• Providing monthly performance reporting and evaluations to management

• Performing administrative oversight tasks such as LTTE checks

• Performing limited routine CSR call handling or email response support

4.3.2. VATAS Customer Service Support (SLIN 0005AB)

VATAS requires Customer Service Support for routine, repeatable customer assistance related to role assignments, profile maintenance, timekeeping guidance, system usage, and basic troubleshooting. The historical Level of Effort (LOE) for this requirement is 57,536.

The Contractor shall perform the following functions as day‑to‑day operational support:

• Documenting each customer inquiry in CRM

• Determining whether issues can be resolved, or if they must be escalated

• Providing detailed notes when routing cases to Tier 1 or Government supervisors

• Assigning the appropriate roles to the Timekeepers, Supervisors, Time and Leave (TL)

Approvers, Duty Station Payroll Admin/Technician, Station View Only, Station Payroll

Admin/Technician.

• Un-assigning roles that no longer apply to the Timekeepers, Supervisors, TL Approvers, Duty Station Payroll Admin/Technician, Station View Only, and Station Payroll

Admin/Technician

• VATAS sign-on requests shall be worked in accordance with established Desk top procedure guide and VA policies

• Review and process submitted single sign-on support request; and

• Research and assist / or advise the customer to contact the enterprise service Desk

• Assign the appropriate Time and Leave (TL) units to the appropriate Station

• Un-assign the appropriate TL units from the appropriate Station

• Prioritize cases based on TL Unit requirements in appropriate time received and work cases within a thirty-minute timeframe

• Work TL Unit cases in accordance with established Desk-top procedure guide and VA policies

• Assist Timekeepers, Supervisors, and TL Approvers with questions and providing guidance by reviewing timesheet or timesheet summary

• Answer routine inquiries pertaining to the use and operation of VATAS.

• Escalate non-routine (i.e. employee leave issues, timesheet overrides) or complex issues

(i.e. employee entitlements, timekeeping issues) timesheet overrides, as required for appropriate Government staff.

• Close escalated calls will be the responsibility of the Government staff; and

• Answer inquiries on the proper procedural methods for using the system based on VA policy and guidance within the VA-FSC VATAS Desk-top procedure guide

• Verify the VATAS Employee Profile against the HRSmart system to ensure the employee’s information (name/User ID and email addresses) are correct.

• Create/maintain temporary employee profile accounts for Contractors and Military personnel performing required roles within VATAS.

• Prioritize cases based on verification requirements. Verification of information shall be worked in accordance with established VA-FSC VATAS Desk-top procedure guide, guidelines and VA policies.

• Ensure the appropriate TOD Units are assigned to the appropriate Station and/or Duty

Station.

• Verify TOD Units are assigned/unassigned in accordance with established VA-FSC

VATAS Desk-top procedure guide, guidelines, and VA policies.

• Prioritize case based on verification requirements. Verification of information shall be worked in accordance with established VA-FSC VATAS Desk-top procedure guide, guidelines and VA polices.

• Assist Timekeepers in navigating timesheets and standardized reports.

• Escalate any requests for new reports to Tier (1) leads.

• Support VATAS Payroll Assessments and Validations in accordance with established guidelines that may include Desk-top procedure guide and VA policies.

• Support the timekeepers with timesheet issues in accordance with established guidelines that may include Desk-top procedure guide and VA policies. Timeframe will be determined at the beginning of the tasking.

4.4. TASK 4: SURGE SUPPORT (CLIN 0004) (OPTIONAL TASKS)

The Contractor shall provide for “Surge” support for requirements of tasks to provide an escalated level of response capability for occasional surges in demand over anticipated base levels of services. Surge support is geared toward providing additional coverage where volume of work exceeds the normal and to provide an additional capacity to the total period of performance hours where specific task areas require additional capacity that exceeds a normal flow of work.

The surge support is not meant to cover flexibility of normal workflow the Contractor should expect that varies depending on typical demand variability, but to supplement where volumes of work significantly are in excess of capacity and flexibility that would normally cover minor surges.

The surge volume provides for a total of an additional overall 10% capacity above the normal task

LOE for continuation of work that includes the expectation that there are highs and lows in the workflow on any given period and stretch beyond what flexibility is otherwise provided in total LOE and flexibility due to significant increases in work volumes.

As Optional Tasks, surge support SLINs will be exercised via modification to the Contract where performance requires additional overall LOE capacity due to excessive surges as determined by the COR and cover only up to the remaining time left in the existing period of performance in which the SLINs are exercised. Surge Capacity is

4.4.1. OPTIONAL TASK: SURGE SUPPORT FOR PWS 4.2 (CECD) (Optional Task)

(SLIN 0004AA, 1004AA, 2004AA, 3004AA, 4004AA)

The Contractor shall provide surge support, as required by the Government, to meet short term increases in workload or mission requirements. Surge support shall include performing all tasks, activities, and deliverables identified in PWS Section 4.2 in the same manner, quality standards, and timelines required for normal operations. Surge support shall consist of providing for requirements of a 10% surge in capacity for the requirements as related to PWS 4.2.

Surge support may be required for, at a minimum,

• Increases in volume of requirements described in PWS 4.2

• Short notice tasking or accelerated timelines

• Additional personnel, labor hours, or resources required to meet mission needs

4.4.2. OPTIONAL TASK: SURGE SUPPORT FOR PWS 4.3 (VATAS) (Optional Task)

(SLIN 0004AB, 1004AB, 2004AB, 3004AB, 4004AB)

The Contractor shall provide surge support, as required by the Government, to meet short term increases in workload or mission requirements. Surge support shall include performing all tasks, activities, and deliverables identified in PWS Section 4.3 in the same manner, quality standards, and timelines required for normal operations. Surge support shall consist of providing for requirements of a 10% surge in capacity for the requirements as related to PWS 4.3.

Surge support may be required for, at a minimum,

• Increases in volume of requirements described in PWS 4.3

• Short notice tasking or accelerated timelines

• Additional personnel, labor hours, or resources required to meet mission needs

4.5. TASK 5: TRANSITION REQUIREMENTS (OPTIONAL TASKS)

The Contractor shall provide transition support services necessary to ensure an orderly and uninterrupted assumption of contract responsibilities in accordance with the Government accepted Transition Plan in PWS section 4.1.7 for incoming and outgoing transitions related to this effort.

4.5.1. Incoming Transition Services (Optional Task) (CLIN 5001)

Transition for Incoming New Vendor, if necessary, will be exercised along with the award of the

Contract/Order and is a one-time period of performance effective at the onset of the Base Period of Performance only.

The Contractor shall provide incoming transition support services to ensure a smooth and uninterrupted assumption of contract responsibilities. Under this optional task, the Contractor shall perform activities necessary to become fully oriented to the mission environment and prepared for operational performance. Services include reviewing current documentation and work products, conducting coordination sessions with Government stakeholders and the outgoing Contractor, assessing existing workflows and system access requirements, and validating the accuracy and completeness of inherited tasks. The Contractor shall provide relevant information or participation requested by the Government to support transition briefings, readiness checks, and onboarding activities. These services enable the Contractor to achieve full operational capability while ensuring continuity of Government operations.

4.5.2. Outgoing Transition Services (Optional Task) (CLIN 5002)

The Contractor shall provide outgoing transition support services to ensure an orderly and complete transfer of responsibilities at contract completion or when directed by the Government.

Under this optional task, the Contractor Shall perform activities necessary to prepare all materials, documentation, and knowledge for turnover to the Government or an incoming Contractor.

Services include updating and delivering work products, assisting with transfer of records and accounts, briefing follow on personnel on ongoing work, and supporting Government directed transition meetings. The Contractor shall cooperate fully to ensure the accuracy, completeness, and accessibility of all transition tasks. These services enable the Government to maintain continuity of operations and ensure a smooth, efficient transition with minimal disruption. This task is a one-time task to be exercised as required for handling outgoing transition services and making of arrangements for dispensation of all GFE/GFI/GFP.

This task shall be eligible to be exercised as necessary during any period determined by the

Government to be the final period of performance.

5.0 DELIVERABLES & DELIVERABLE TABLE

The following table provides a summary of deliverables required under this contract. Due to the nature of the work, much of the day-to-day work and action items would be captured in the form of reports, either weekly, monthly, or quarterly, with the report being the inspectable deliverable, and action items status updates to be part of each meeting starting point.

CLIN/ SLIN #

PWS

Sectio n

Del

Description QTY Delivery to Delivery Method

Delivery Date

TASK 1 - PWS 4.1 - Project Management - CLIN 0001

0001AA 4.1.1 1a Attend Kick- Off Meeting

1 COR

MS

Document

Within 10 days of Effective Date of Award, and within 5 business days of Option Exercise.

0001AA 4.1.1 1b Agenda Slides

1 COR Virtual 3 business days Prior to Kick-Off Meeting

0001AA 4.1.1 1c Action Items 1 COR

MS

Document

(i.e. editable PowerPoint)

• Established at Kick-Off Meeting

• Updated Quarterly at Minimum

• Other as directed by COR

0001AB 4.1.2 2

Project

Management Plan (PMP)

COR/P

Ms

MS

Document

• Draft due with Proposal

• Final due 10 Business Days after COR review and feedback.

• Updated as directed by COR

0001AC

4.1.3

Quality Control Plan

(QCP)

1 COR

MS

Document

• Draft due with Proposal

• Final due 10 Business Days after COR review and feedback.

0001AD

4.1.4 4 Staffing Plan 1

COR

MS

Document

• Draft due with Proposal

• Final due 10 Business Days after COR review and feedback.

0001AE

4.1.5 5 Planning Meeting

24 COR

VIRTUAL –

TEAMS

Bi-weekly second Thursday

0001AF

4.1.6

Status Report

• COR

• Gov’t Project Lead

MS

Document (Editable

Word, PowerPoint, PDF)

• NLT 5th Business Day of each month beginning Month 2

• Updates as requested by COR

0001AG 4.1.7 7

Transition

Plan

1 COR

MS

Document

• Draft due with Proposal

• Final due 10 Business Days after Kick-Off Meeting

0001AH 4.1.7 8a

LABOR

TRACKING

TIME ENTRY

(LTTE)

12 COR

LTTE

System

LTTE Bi-weekly in conjunction with the last business day of the government pay period.

0001AH 4.1.8 8b Daily

Attendance Report

2x per Day

COR

Email to COR and

Gov’t Leads as requested by COR

2 times per day: AM report NLT 9AM Central Time and Afternoon Report NLT 1PM Central Time.

6.0 QUALITY CONTROL: TASK ORDER QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

6.1. Contractor’s Quality Control Program (QCP)

CPMP will develop and maintain an effective Internal Quality Control Program to ensure that services performed are in accordance with the PWS.

6.2. Quality Assurance Surveillance Plan (QASP)

The Government will utilize a Quality Assurance Surveillance Plan throughout the of the contract to ensure that the Contractor is performing the services required by this PWS in an acceptable manner.

The Government reserves the right to alter or change the surveillance methods in the QASP at its own discretion. A Performance Based Service Assessment Survey will be used in combination with QASP to assist the Government in determining acceptable performance levels. As such a Performance

Requirement Summary (PRS) defines the Performance Standards and Acceptable Quality Levels

(AQL) of Performance associated with this effort

Performance Requirements Summary (PRS)

PWS

Section

Requirement Standard / AQL Incentive

4.1 Project Management

Standard AQL for Project Management:

At least 95% compliance with project management requirements, including timeliness, accuracy, communication, and documentation quality.

AQL: At least 95% of project management tasks, reports, and deliverables must be accurate, timely, and compliant with contract requirements.

Incentive: CPARS, Option

Exercise.

4.1.1 Kickoff Meeting Standard: Demonstrates productivity, communicates efficiently, identifies and corrects deficiencies

AQL: Initial Daft 5 business days after award, Final deliverable 3 Business

Days After Kick-Off and updates as required by COR and after any meetings. (BASE PERIOD ONLY)

4.1.2 Contractor Project

Management Plan

Standard: Addresses

Contractor Personnel Roster; Monthly and cumulative hourly burn rate;

Monthly Metrics Summary, Update on any recruitment actions, Projected absences, Government

Furnished Property Report

AQL: Draft due with Proposal

Final due 10 Business Days after award

Updated as needed

No more than (3) instances where the report requires revisions based off deficiencies. The Contractor must achieve a minimum of 95% compliance with all QCP requirements, including timeliness, accuracy, documentation completeness, communication standards, and adherence to approved processes.

4.1.3

Quality Control Plan

(QCP)

Standard: implement and maintain an effective Quality Control Plan that ensures all project activities, deliverables, and performance outcomes meet contract requirements.

The QCP must provide processes for monitoring performance, identifying deficiencies, implementing corrective actions, and preventing recurrence.

AQL: The Contractor must achieve a minimum of 95% compliance with all

QCP requirements, including timeliness, accuracy, documentation completeness, communication standards, and adherence to approved processes.

4.1.4

Final Staffing Plan

Standard: The Contractor shall provide a Staffing Plan that ensures sufficient, qualified personnel are available to perform all contract requirements. The plan must include recruitment, onboarding, retention, contingency staffing, key personnel coverage, and procedures to minimize service disruption. All staff must meet the qualifications, certifications, and experience levels defined in the contract.

AQL: The Contractor must maintain a minimum of 90% staffing coverage for all required positions, including key personnel. Any vacancies must be filled within the timeframe specified IAW

CPMP with at least 95% compliance with timely staffing actions, qualification requirements, and onboarding procedures.

4.1.5 Progress Meeting

Standard: Demonstrates productivity, communicates efficiently, identifies and corrects deficiencies in Biweekly

Meetings

AQL: No more than three instances per month when deficiencies requiring corrective action are identified as missed by the Contractor

4.1.6

Status Report

Standard: The Contractor shall provide accurate, complete, and timely status reports that clearly outline project progress, risks, issues, accomplishments, upcoming activities, and any deviations from the project plan. Reports must follow the

Government-approved format and be submitted at the frequency specified in the contract.

AQL: The Contractor must achieve 95% accuracy and timeliness for all required status reports, ensuring they are submitted on or before the due date and contain all required information, with no more than 3 instances requiring correction or resubmission.

4.1.7

Transition Plan

Standard: implement and maintain an effective Transition Plan that ensures comprehensive transition plan that covers both incoming and outgoing phases, minimizes disruptions to

Government activities, and ensures a smooth handoff of responsibilities, knowledge, and ongoing work.

AQL: The Contractor must achieve a minimum of 95% compliance without significant service disruption.

4.1.8

Daily attendance &

Labor Tracking Time

Entry (LTTE)

Standard:

The Contractor shall ensure all labor hours are accurately recorded, categorized, and submitted in the

Government‑approved labor tracking system. Time entries must reflect actual hours worked, be entered IAW FSC

CAS policy. All entries must be complete, traceable, and free of discrepancies.

AQL:

The Contractor must maintain at least

98% accuracy and timeliness in labor time entry submissions. Time must be entered daily with no more than 3 of entries requiring correction, resubmission, or reconciliation due to inaccuracies, late submissions, or missing information.

4.2 Customer

Engagement Center

Division CECD

Support

Standard: Appropriate level of staffing and coverage.

• Attendance Accuracy

• Appropriate Coverage

• Meeting Satisfactory Metrics corrective action are identified as missed or not corrected by the

Contractor.

Incentive: CPARS, Option

Exercise.

4.2.1 CECD Team Lead Standard: Demonstrates productivity, corrective action are identified as missed or not corrected by the

Contractor.

Exercise

4.2.2

Station Support

(Team 1 and Team 2)

Individual Standard:

Telephone or written/email inquiries result in a CRM Case 3% of the time or…