Statement of Objectives - Student Digital Out Processing.pdf

Statement of Objectives

Keesler AFB (KAFB)

81 FSS/FSPP (Student Personnel Center)

Digital In/Out-processing Platform for Student Assignments

CAO 10 December 2024

1. Background: Our organization trains 6.9k military students annually and manages in/out-processing tasks related to personnel tracking, training certifications, and assignment preparations. The current in/out-processing is a paper-based manual process, leading to delays and administrative burden. A digital solution is required to improve efficiency, accuracy, and security.

2. Objective: Create a digital platform with profile-based out-processing checklists that include relocation requirements while enabling communication/collaboration for process stakeholders and a dashboard allowing transparency of student status for leadership. The platform must exist within the Air Force Network, meet DoD cybersecurity standards, integrate required military systems listed in paragraph 4.3, and have scalable abilities for increased student throughput.

3. Scope: The contractor shall develop a fully functional web application in accordance with the requirements outlined in this SOO. The scope includes the development, deployment, training, and maintenance of the platform, as well as future scalability to accommodate policy and program changes.

4. Requirements: Create a platform that eliminates paper process for relocation while enabling a single communication tool for all agencies and customers involved. The web application must include the following capabilities:

4.1 Process Automation and Communication:

• Serve as a centralized electronic focal point for tracking in/out-processing activities.

• Streamline document routing and communication between all stakeholders using any developed or off the shelf software.

• Replace multiple communication streams (e.g., email, Teams, phone calls) with a single, unified platform to eliminate gaps and single points of failure.

• Enable role-based user profiles with defined access and abilities (e.g., Student Personnel

Center (SPC) Technicians, Military Training Leader (MTLs), Students, and seven Support agencies to include: Finance, Traffic Management Office (TMO), 81st Training Support Squadron Security Office (81 TRSS/TSR), Base Operation Medical Cell (BOMC), Dental Clinic, Military and Family Readiness Center (M&FRC) and Exceptional Family Member Program.)

4.2 Dashboard and Reporting:

• Provide a built-in dashboard for leadership to track real-time customer status and progression along standardized timelines to allow transparency for leadership and process improvement opportunities.

• Automate data pulls and create status reports for recurring leadership briefings.

4.3 User Profiles, Data Integration and Updates

• Enable profile authentication via Common Access Card (CAC) certificate (Public Key Infrastructure).

• System shall handle the scale of data while maintaining compliance with privacy regulations (Privacy Act of 1974) and maintaining current DoD security standards.

• Include customer profiles that are initially created using an inbound excel roster sent from Basic Military Training (BMT).

• Following initial profile build, the customer profile must have an Authority to Operate (ATO) in place in order to link real-time to the Military Personnel Data System (MilPDS) and Learning Management System (LMS) to refresh key data such as Air Force Specialty Code (AFSC), grade, rank, number of dependents, next assignment, curriculum progress (course graduation date), and ever-changing database variables. Keeping student profiles current is critical during the training pipeline as every variable alters the out-processing requirements and therefore the timeline prior to departure.

• Eliminate the outdated Access data base and the need to pull MilPDS batch updates 3x weekly, which are downloaded via .txt and then uploaded into Access.

4.4 Electronic Relocation Folder:

Maximize automation for processing each student by using an electronic relocation folder.

Include templates webforms/smart forms for requirements that can be electronically signed using CAC certificates. The platform must pull the most current versions of the forms from the Air Force Electronic publication website. When the profile is built the relocation folder needs to automatically populate all required task/documents for the student’s assignment. Each required task/document must include instructions, timelines, and priorities.

• Electronic Relocation folder requirements must include to following:

o SPC: Assignment Report of Individual Personnel (RIP), change notice, Personnel

Processing Code (PPC) clear text information, and Air Form 330.

o Medical: Medical, Dental, & Immunization letters, Air Force Form 422, Quantitative Gas Mask Fit Test o MTL/Unit: Quality Letters o MyVector: Exceptional Family Member Program completed screener o 81stTraining Support Squadron: Security clearance memo o Student: BMT certificate, Air Force Form 522, Department of Defense Form

1172, Fitness Score card, follow-on request, Korea Incentive Pay (KAIP) Turkey Incentive Pay (TAIP), join spouse, Air Force training certificate(s), Form 965.

o Other Outside agencies: Personnel Reliability Program packages (Form 286), Polygraph memo, Retainability (Military Personnel Flight)

• This shall replace hardcopy checklists and streamline completion tracking for all involved agencies.

4.5 System Features and Expansion:

• The system must track deadlines and send warning to customers/supporting agencies when unmet deadlines are approaching.

• Allow electronic signatures using CAC certificates for required forms.

• Notify users and stakeholders of upcoming or unmet deadlines. Organization of tasks need to be filtered by both estimated time of completion and the established deadline.

• Support CAC scanning for in-person arrival/departure confirmations with outputs compatible with MilPDS batch update transactions.

• Be adaptable for future capability expansions based on DOD policy and program changes.

5. Training:

The contractor shall conduct on-site training for up to 80 users over the course of 3 days.

Training sessions shall occur during normal duty hours (0700–1500 CST, Monday–Friday) and include the following:

• Operation of the software

• Operation process

• System programming options

• Backup procedures.

The contractor shall provide operations manuals and training materials (how to guide and troubleshooting guide at a minimum).

6. Maintenance:

Software updates and maintenance are necessary for the length of the contract. There must be a helpdesk available via phone call or instant messaging from 0700-1600 CST Monday through Friday to exclude Federal Holidays: Birthday of Martin Luther King, Jr., Washington’s Birthday, Memorial Day, Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day and Christmas Day.

7. Warranty:

The contractor shall provide a standard commercial warranty. Warranty services shall commence upon acceptance and include detailed written procedures for issue resolution.

Jargon Glossary:

• Stakeholders: All entities involved moving students through the training pipeline to include installation leadership, Military Training Leaders, Student Processing Center technicians, and all support agencies.

• Support Agencies: Travel Management Office, Finance, Security Management, Medical out-processing offices, Military Family Readiness Center, and Exceptional Family Member Program.