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Department of CommerceShared Services Initiative – Human Resources

Industry DayJanuary 6, 2016

In Support of:Request for Proposal (RFP): DOC2016-SSI-HR

In the case of inconsistencies or ambiguities between the Q&A attachment and the RFP, the RFP takes precedence.

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Welcoming Remarks

Bill Russell

Assistant Division Chief, Acquisition Division, U.S. Census Bureau

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AgendaContent Time

Welcoming RemarksSpeaker: Bill Russell 2:00 – 2:10

Shared Services Initiative/Program Goals & ObjectivesSpeaker: Ellen Herbst 2:10 – 2:35

Overview of Shared Services Concept of Operations & Enabling TechnologiesSpeaker: Glenn Davidson 2:35 – 2:45

HR Vendor BPA RequirementsSpeaker: Glenn Davidson 2:45 – 2:55

Call Order 001 Requirements

o Transition Services

o Support Services for DOC-SSI Wave 1 HR Functions

o NOAA Staffing Support Services

o Speakers: Veronica LeGrande, Adam Santo, Kim Bauhs

2:55 – 3:20

Acquisition ProcessSpeakers: Bill Russell, Jacob Acosta 3:20 – 3:30

Questions and Answers 3:30 – 3:45

MOVE TO FOYER FOR CONTRACTOR NETWORKING SESSION

Contractor Networking Session 3:45 – 4:00

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Shared Services Initiative/Program Goals &

Objectives

Ellen Herbst

Chief Financial Officer and Assistant Secretary of Administration, Department of Commerce

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Overview of Shared Services Concept of Operations & Enabling

Technologies

Glenn Davidson

Executive Director - Shared Services, Department of Commerce

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SSO Concept of Operations

SSC Customers and Retained Organization

Functional OperationsNon-SSC Operations

Other - TBD Acquisition

Purchasing

Contract Closeout

IGCE

Financial Management Information TechnologyHuman ResourcesTalent Acquisition

PAR Processing

Separation Management

SSC Customer Portal

SSC Common Operations / Contact Center

Other Inquiry Routing Basic Acq. Inquiry Resolution Basic FM Inquiry Resolution Basic IT Inquiry ResolutionBasic HR Inquiry Resolution

Acq. Self-Service FM Self-Service IT Self-ServiceHR Self-ServiceOther Self-Service

Acq. Customer Group FM Customer Group HR Customer Group IT Customer GroupOther Customer Group

Service Management Operations Management Customer Experience Management

Printing

Customer Relationship Management

VTC

Identity Management

Records Management

Network (Wired & Wireless)CO & COR Training

RFP/SOW Development

Intermediate & Advanced Inquiry Resolution

Program Management

Procure to Pay

Record to Report

Bill to Collect

Cost Management

Incoming Reimbursable

Assurance & Compliance

Systems Support

Training

Business Analytics

Intermediate & Advanced Inquiry Resolution

Workforce Planning & Analysis

Organization & Position Management

Employee Relations

HR Development

Performance Management

Benefits Management

Compensation Management

Retirement

HR Infrastructure

Intermediate & Advanced Inquiry Resolution

Asset Management

Audio Conferencing

Cloud Services

Data Center Services

Email

Mobile Application & Device Management

Intermediate & Advanced Inquiry Resolution

Issue Management

Performance and Controls Branch

Utilization Management

Performance Management

SLA Management

Internal Controls

Vendor Mgmt. Branch

Chargeback Management

IAA Management

Internal SSC Fin. Mgmt.

Knowledge Management

Contracts Management

Operations BranchConfiguration Change

Control

Requirements Mgmt.

Continuous Improvement

Transition Branch

Training

Testing

Legal Review

New Service Processes

Critical Customer Issue Escalation

SSC Change and Communications

Executive Issue Escalation

Requirements Gathering

Customer Advocacy

Customer Feedback Collection

Monitoring & Reporting

DOC Shared Services Operating Model

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Enabling Technology Description Benefits

Case Management Technology

SSC Self-Service Portal

Provides a single entry point for Bureaus, customers, vendors, and staff; integrates ticket, workflow and integration, and knowledge management technologies Enhances transparency for

customers through use of real-time status updates

Intelligently scales operations for customers through the consolidation and facilitation of major processes

Increases awareness and decision making capabilities of SSO leadership

Ticket Management System

Tracks requests received by the SSO through tickets and provides a record of actions; data can be analyzed to provide visibility into compliance, performance, and other SSO reports and data

Workflow and Integration Management Technology

Serves as a data exchange solution by facilitating the execution of business processes and services through automated workflows, approvals, and integrations with third party vendor or legacy Bureau systems

Knowledge Management Technology Stores process and procedure reference documents, including a repository for responses to caller questions

Quickly scales operations for the migration of new customers

Improves the accuracy, timeliness, and consistency of contact center responses

Improves the SSO’s audit readiness and overall compliance

Contact Management Technology

Interactive Voice Response (IVR)

Enables efficient handling of telephone inquiries through a front-end voice solution; allows customers to interact through a keypad or speech recognition

Decreases operational costs Improves customer service by

ensuring that the most capable contact center representative available is assigned the request

Reduces overall handle time by enabling customers to self-authenticate before reaching contact center agents

Computer Telephony Integration (CTI)

Enables the agent to have customer voice and account information delivered to their desktop

Automated Call Distributor (ACD)

Routes incoming calls based on customer inquiries; may include call queuing and automatic call routing

Digital RecordingEnables the ability to digitally record voice interactions, agent entered keystrokes, and system updates for quality scoring and regulatory requirements review

SSO Enabling Technology Overview

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HR Vendor BPA Requirements

Glenn Davidson

Executive Director - Shared Services, Department of Commerce

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SSI-HR: Background InformationThe DOC seeks to achieve the following HR capability benefits by moving to Shared Services:

Current Challenge How Future State Will Address Challenge Benefits

Inconsistent Service DeliveryHR’s structure and technology lead to inconsistent customer satisfaction

• Tiered model with clearly defined escalation procedures to address and resolve even the most complex customer inquiries

• Reengineered and automated HR processes with clearly defined roles, responsibilities, and operating procedures

• Accurate and timely processing of actions • Consistent and quick answers to HR

questions and issues

Lack of overall HRIT Strategy and Integrated SolutionsHR efforts to provide efficient customer service are stymied by lack of HRIT strategy

• Automated HR processes with clearly defined roles, responsibilities, and operating procedures

• Case and knowledge management to provide employees the knowledge they need to resolve cases quickly and correctly

• Online and real-time HR action tracking and workflow and approvals for managers, employees and HR

• Quick access to analyze HR data and ability to respond to business questions immediately

Time Consuming InquiriesHR staff spend significant time on inquiry resolution because DOC offers limited self-service and inefficient knowledge management

• One-stop HR portal for customers to obtain direct access to up-to-date, accurate, and consistent information

• Managers initiate and approve actions online without manual forms• Customer focused, trained contact center representatives with

standard scripts and knowledge base to address HR inquires responsively, professionally, and accurately

• 70-90+% of HR inquiries resolved by customers through self-service, freeing HR & customer time

• Customers no longer waste time searching for the right point of contact and/or trying to track down information

• Transparency into HR processes and activities

Limited Transparency and Metrics Customers have limited transparency and insight into the cost, performance, procedures, and policy of HR

• Service Level Agreements with defined goals for HR services and mutually agreed upon service terms

• Technology enabled HR processes with a business intelligence toolset to transform HR data into meaningful analysis and insights

• Case management for tracking and management of employee inquiries and actions

• Transparency and accountability into the cost and performance of HR services

• Accurate and real-time HR data and insights for faster, more informed business decisions

Not Optimized HR Workforce HR is understaffed compared to the OPM benchmark, not optimized, and has limited specialization in roles or focus areas

• Tiered operating model with standardized and automated processes to quickly resolve inquiries and drive transactional efficiencies

• Clearly defined roles and responsibilities of HR professionals as business partners/advisors or deep functional experts

• Retained organization shifts focus to strategic HR and talent management services to attract, reward, and retain top talent

• Shared Services Center deals with the day-to-day HR operations to free up retained HR to provide forward-thinking high impact HR

• Specialized and focused HR workforce with deep HR technical skillsets and business acumen to advise managers

Recruiting and Staffing may Impact Mission Current service delivery model impacts DOC’s ability to secure resources necessary to achieve the mission

• End-to-end reengineered recruiting and staffing process • Front-end focus on workforce planning, recruiting, and strategic

sourcing to find and attract the right candidates• Streamlined and consistent staffing and onboarding process in the

shared service center to quickly get selectees in their roles

• Pipeline of top talent for hard to fill positions• Standardized processes and enablers (e.g.,

PD library, postings, offer letters) to accelerate the hiring process

• New hires ready to hit the ground running

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The DOC has the need for a full range of HR services provided in accordance with the Office of Personnel Management (OPM) HR Line of Business Reference Model, which can be found at www.opm.gov. The scope of this BPA will provide for the full range of HR services offered under GSA schedule 738X, including the following:

BPA Scope

• Talent Acquisition• Learning Center DOC-wide Training• Benefits Processing• Retirement Management• Personnel Action Request (PAR) and

Mandatory OPM Processing• Compensation Management• Performance Management• Separations Processing• HR Reporting & Analytics• HR Infrastructure• Employee Relations (ER)• Labor Relations (LR)• Workforce Planning and Analysis• Organization and Position Management• HR Strategy and Business Alignment• Customer Liaison Advisory Services• Staff Augmentation• Integration Support Services• Other Consulting Services

HR Vendor BPA Scope

Integrated HR Service Delivery Model

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Wave 1 Wave 2 Wave 3+• Talent Acquisition: NOAA• Talent Acquisition: DOCHROC

Serviced Bureaus*• PAR Processing: All Bureaus• Terminations (Separation

Management): All Bureaus• HR Infrastructure**: All Bureaus

• Talent Acquisition: NIST• Talent Acquisition: Census and

Serviced Bureaus*• Talent Acquisition: PTO• Retirement: All Bureaus• Compensation Management: All

Bureaus• Benefits Management: All Bureaus• HR Development: All Bureaus• Performance Management: All

Bureaus• Employee Relations: All Bureaus• HR Infrastructure**: All Bureaus

• Organization & Position Management: All Bureaus

• HR Strategy & Business Alignment: All Bureaus

• Workforce Planning & Analytics: All Bureaus

• Labor Relations: All Bureaus• HR Infrastructure**: All Bureaus

*DOCHROC serviced Bureaus include MBDA, ITA, NTIA, EDA, BIS, and OS. Census serviced Bureaus include ESA and BEA.

**HR Infrastructure, which includes reporting, is a consideration across all waves of implementation.

HR Implementation Plan

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Call Order 001 Requirements

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Call Order 001CLIN 002: Transition Services

Veronica LeGrande

Human Resources Lead – Shared Services, Department of Commerce

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Key Activities

DOC seeks to complete all transition activities in preparation for a targeted stand up of the HR Shared Services Center in August 2016.

• Establish a transition team to work with the designated DOC implementation team to manage the transition effort.

• Coordinate with all applicable DOC parties (e.g., DOC Shared Services Project team, Office of Human Resources Management, Office of Chief Information Officer) to implement the services required under the contract.

• Set up workflow and role provisioning for systems required for HR SSC operations.• Provide input and content for Standard Operating Procedures (SOPs), job aids, and call

center guides.• Develop, review, coordinate and deliver the required plans and schedules with applicable

DOC parties (e.g., DOC Shared Services Project team, Office of Human Resources, Office of Chief Information Officer) by the end of the period of performance designated for this Call Order.

Deliverables

• The opening of a fully functional Shared Services Center ready to perform the services described in CLIN 3 of Call Order 001.

CLIN 002Transition Services

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Call Order 001CLIN 003:

Support Services for DOC-SSI Wave 1 HR Functions

Veronica LeGrandeHuman Resources Lead – Shared Services,

Department of Commerce

Adam SantoHuman Resources Information Technology Lead –

Shared Services, Department of Commerce

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Key Activities

DOC seeks support services for its Shared Services Project Wave 1 HR functions.

• Talent Acquisition for NOAA and Department of Commerce Human Resources Operations Center (DOCHROC)-serviced Bureaus and its customers.

• Personnel Action Request (PAR) Processing for NOAA and DOCHROC-serviced Bureaus and its customers.

• Separations Management for NOAA and DOCHROC-serviced Bureaus and its customers.

Deliverables

• Deliverables for CLIN 3 of Call Order 001 can be found in Attachment A-3 of the DOC-SSI-HR RFP.

CLIN 003Support Services for DOC-SSI Wave 1 HR Functions

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CLIN 003Target HRIT Requirements

The table below outlines the Target HRIT Requirements for Call Order 001 to identify the systems that the Vendor must use and/or propose.

DOC-Provided Solutions

DOC will provide several technology solutions to enable the Vendor to perform RFP requirements, including:• Enabling technology:

• Case management technology, including SSO self-service portal and ticket management to support SF-52 intake and Talent Acquisition actions

• Workflow and integration management technology• Knowledge management technology• Contact management technology, including IVR, ACD, CTI, and Digital Recording

• Administrative HR technology:• NFC Payroll/Personnel System (PPS) and EPIC for core personnel and payroll

processing• HRConnect as core HRMS for personnel, payroll, and organization/position

management• webTA as Time & Attendance system for personnel and payroll management• Monster, USAJOBS, and Automated Classification System (ACS) for Talent Acquisition• eOPF for record maintenance

Bidder-Proposed Solutions

Vendors are expected to propose the following technology solutions, which will fully integrate with DOC-provided solutions:• Position Description Library for Talent Acquisition• Onboarding Solution for Talent Acquisition• Separations Management Tool for Separations

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The diagram below depicts the anticipated Wave 1 HRIT architecture.

CLIN 003Wave 1 Target State HRIT Architecture

Separations

Separations Management

Tool

National Finance Center (NFC)

EPIC (NOAA only)

Payroll/Personnel

System

OPM

eOPF

Enabling Technology

Case Management

FOCUS ReportsInsight Reports

Talent Acquisition

Position Description

Library

Onboarding Solution

Automated Classification System (ACS)

Monster(or equivalent) USA Jobs

Indicates a Future-State Solution

Personnel Action Request (PAR)

HR Connect

webTA

Workflow and Integration

Management

Knowledge Management

Contact Management

Indicates solutions that will be acquired through separate procurment

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Analysis of the HR Technology Footprint highlighted the following potential opportunities to strengthen HRIT.

• Develop a data warehouse solution that integrates across multiple functions.

• Provide automated technology solutions to replace the manual systems used to manage:

‒ Audits and compliance

‒ Compensation and benefits

‒ Employee and labor relations

‒ Performance management

• Automate the process to track federal civilian detailees.

• Provide integration support services for current and future HRIT systems.

Future HRIT OpportunitiesWave 2 and Beyond

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Call Order 001CLIN 001:

NOAA Staffing Support Services

Kim Bauhs

Workforce Management Office (HR Director), NOAA

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Key Activities

NOAA seeks immediate interim support for end-to-end staffing services from the point in time that the Government decides to fill a vacant position to the point at which the tentative job offer is made to a prospective employee.

• Manage and execute completion of an agreed upon number of new recruit actions per month while supporting the previous month’s actions, as determined at time of award.

• Work with NOAA designated staff members, as well as with subject matter experts (SMEs) and/or hiring officials to conduct job analysis, develop assessment questionnaires and specialized experience statements that will result in desired applicants, publicize vacancies, and provide referral lists of highly qualified candidates for a variety of occupations and grade levels including General Schedule (GS) and Commerce Alternative Personnel System (CAPS) pay band vacancies within NOAA.

• Facilitate a seamless transition to ensure continuity of service is provided as NOAA transitions into the integrated solution and to reduce the current backlog.

• Provide staff acquisition services using the Government approved talent acquisition system.

Deliverables

• The successful completion of 400 hires according to the requirements denoted in Call Order 001.

CLIN 001NOAA Staffing Support Services

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Acquisition Process

Bill Russell

Assistant Division Chief, Acquisition Division, U.S. Census Bureau

Jacob Acosta

Contracting Officer, Acquisition Division, U.S. Census Bureau

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Solicitation Schedule

Award TimelineAugust September October November December January February March April May June

RFP ReleaseRFP Responses

Evaluation Award

NO. MILESTONE DATES 1. Draft RFP Release 11/12/20152. RFP Questions Deadline 11/30/20153. Final RFP Release with Q&A 12/23/20154. Industry Day 1/6/20165. Proposal Due Date 1/19/20166. Notification of Oral Presentation Dates 1/20/20167. Oral Presentations Week of 1/25/2016

8.Government Issues Technical and Cost Questions & Request for Final Proposal

Revisions2/15/2016

9. Revised Proposal Due Date 2/29/201610. Government Evaluations 3/1/2016 – 4/1/201611. Vendor Selection Announcement 4/15/201612. Contract Award 4/15/2016

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Social ImpactThe Shared Services Initiative fully supports the DOC’s goals for small business and potential hiring sources.

• As a part of their proposal, Vendors will be required to submit a Small Business Subcontract and Partnership Participation Plan that outlines the Contractor’s approach to both partnering with and subcontracting to other small and large businesses.

• The Small Business Subcontract and Partnership Participation Plan will govern at the BPA level, as opposed to the Call Order level, and the Contractor will identify which functions/performance areas within the BPA scope it forecasts itself capable of performing and which will be performed by subcontractors along with expected percentage of the work each will perform.

• For BPA Call #001, issued along with the BPA, the Government is requiring a Subcontracting Plan from the Contractor with an anticipated small business subcontracting goal of 25% across all issued calls.

• Vendors are also asked to describe their outreach efforts to potential hiring sources such as veterans, military spouses, and other under-employed segments of our population.

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Questions and Answers

Vendor questions may be formally submitted to acq.doc.ssi@census.gov until 11:59PM EST on January 7, 2016

Today’s presentation will be available on our website: https://www.census.gov/about/business-opportunities/opportunities/vender-opps/2015-01-09-ssi.html

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Appendix AList of Acronyms

Acronym Description Acronym Description

ACD Automated Call Distributor

CLIN Contract Line Item Number

ACS Automated Classification System

CONOPs Concept of Operations

APMS Alternative Personnel Management System

CSR Customer Service Representative

BEA Bureau of Economic Analysis

CTI Computer Telephony Integration

BIS Bureau of Industry and Security

DMC Departmental Management Council

BPA Blanket Purchase Agreement

DOC Department of Commerce

CAPS Commerce Alternative Personnel System

DOCHROC Department of Commerce Human Resources Operation Center

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Appendix AList of Acronyms

Acronym Description Acronym Description

EDA Economic Development Administration

GPPA Guide to Processing Personnel Actions

eOPF Electronic Official Personnel Folder

HRIT Human Resources Information Technology

EPIC Entry, Processing, Inquiry, and Correction System

ITA International Trade Administration

ESA Economics and Statistics Administration

IVR Interactive Voice Response

FedRAMP Federal Risk and Authorization Management Program

MBDA Minority Business Development Agency

FEGLI Federal Employees’ Group Life Insurance

MGS Monster Government Solutions

FEHB Federal Employees Health Benefits

NFC National Finance Center

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Appendix AList of Acronyms

Acronym Description Acronym Description

NIST National Institute of Standards and Technology

OS Office of the Secretary

NOA Nature of Action PAR Personnel Action Request

NOAA National Oceanic and Atmospheric Administration

PII Personally Identifiable Information

NTIA National Telecommunication and Information Agency

PPS Payroll/Personnel System

OCIO Office of the Chief Information Officer

RADS Recruitment Analytics Data System

OHRM Office of Human Resources Management

RFP Request for Proposal

OPM Office of Personnel Management

SHRO Servicing Human Resources Office

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Appendix AList of Acronyms

Acronym Description Acronym Description

SLA Service Level Agreement

SME Subject Matter Expert

SOP Standard Operating Procedure

SSC Shared Services Center

SSO Shared Services Organization

TA Talent Acquisition