MODIFICATION
H -- Contact Center Quality Assurance
- Notice Date
- 11/21/2016
- Notice Type
- Modification/Amendment
- NAICS
- 541618
— Other Management Consulting Services
- Contracting Office
- Consumer Financial Protection Bureau, Consumer Financial Protection Bureau, CFPB, 1700 G St NW, Washington, District of Columbia, 20552, United States
- ZIP Code
- 20552
- Solicitation Number
- CFP-17-I-00001
- Point of Contact
- Mary C Palmer, Phone: 2024357447
- E-Mail Address
-
catherine.palmer@cfpb.gov
(catherine.palmer@cfpb.gov)
- Small Business Set-Aside
- Total Small Business
- Description
- CONTACT CENTER QUALITY ASSURANCE FOR THE CONSUMER FINANCIAL PROTECTION AGENCY OFFICE OF SECURITY PROGRAMS, WASHINGTON, DC 1.0 EXECUTIVE SUMMARY The Consumer Financial Protection Bureau (CFPB), Office of Consumer Response (CR) is seeking sources to assist the CFPB in its efforts to develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services in its contact center. 2.0 SCOPE 2.1 Stakeholder Services Background Stakeholder Services facilitates the intake of consumer communications via telephone, efax, mail, and referral (email, API, paper), and as appropriate, responds to, routes, addresses, manages, and analyzes consumer submissions. Stakeholder Services supports consumers and other stakeholders by providing accurate answers to questions; proficiently handling submissions; and, responsibly managing portals and supporting other tools that promote the sharing of data with external parties. Stakeholder Services handles submissions regarding many financial products and service topics across multiple channels and in accordance with CFPB business processes. The consumers (direct and third party) and non-consumers (institution, government users) will reach out to the CFPB across multiple channels (e.g., phone, referral [electronic or paper transfer of submission from other agency], email, web chat, web, fax, mail) and generate submissions (complaints, inquiries, and feedback) regarding many topics. Stakeholder Services and its outsourced Consumer Resource Center (CRC) utilize CFPB pre-approved scripts, job aids, and other content to handle these submissions. Stakeholder Services has historically provided all staff necessary to perform an independent quality monitoring program of its Staff and Contractor's quality of service. The demand for Quality Assurance (QA) is quickly outgrowing the size of current Federal staff so CFPB requires the assistance of a third-party staff to conduct its independent quality monitoring program. Outsourcing the individual inspection activities, as well as engaging an industry expert to make recommendations to improve the CFPB quality of service, will allow Federal staff to focus on review, analysis and implementation of findings and recommendations. 2.2 Stakeholder Services Quality Assurance Approach Typically a QA process grades against a long list of boxes to check and recipients are coached only in a remedial context. Those scored often respond by internalizing an attitude of fear: fear of getting into trouble, and fear of losing their job. These conditions do great damage to the ability of staff and contractors to do their best work. Alternatively Stakeholder Services prefers to focus on reinforcing good behavior, acknowledging outstanding behavior, and addressing deficiencies with growth strategies. 2.2.1 Stakeholder Services Measurement of Quality For CFPB, the purpose of the quality scorecard should be to create confident staff and contractors that are better able to focus on doing quality work. Staff and contractors are assessed on their ability to perform to standards, as defined and supported through growth-based training and documented processes. Staff and contractors will be measured on two areas: (1) following operational processes and (2) promoting better consumer outcomes. There is a short list of operational processes and rules that need to be followed by staff and contractors to ensure complaints and consumer information is handled properly. Contact Center Consumer Guides (CG), for example, are measured on important skills, such as active listening, problem solving, active-speaking and consumer finance knowledge. The Quality Scorecards are an opportunity for staff and contractors to engage with their supervisors, QA peers and CFPB staff to have honest conversations on ways of encouraging growth and better performance. The Quality Scorecards are an opportunity for staff and contractors to identify their strengths and also areas for improvement. For example, if staff and contractors are high-achievers in one skill area, this could represent an opportunity to be recognized with a certificate and to be a workplace leader and mentor others. If staff and contractors are struggling in a skill area, this would identify a need for training or coaching, perhaps from high-achieving staff and contractors in that area. The Bureau expects that over time all staff and contractors should improve along these metrics and that Stakeholder Services and the Consumer Resource Center (CRC) will develop appropriate coaching, training and other opportunities with assistance from the Bureau to help staff and contractors grow in their roles. As part of its QA processes, the Contractor shall monitor and evaluate its Stakeholder Services and the Consumer Resource Center (CRC) activities using defined scorecards. The staff and contractors are not to know which activities are being screened. The Contractor shall monitor the number of staff and contractors activities consistent with its proposal. Additionally, the Contractor shall hold calibrations sessions with CFPB personnel every two weeks to ensure its scoring approach is consistent with CFPB standards. 2.2.2 Stakeholder Services Quality Assurance Surveillance Plan The Contractor shall develop and maintain an effective Quality Assurance Surveillance Plan (QASP) to ensure services are performed in accordance with the contract and that is aligned with the quality management component of the PMP. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The Contractors shall provide a QASP NLT 60 calendar days after award, and update it to accommodate future organization, process, and technology changes as requested by the CFPB. Within the QASP, the Contractor shall describe its approach to ensure successful delivery of the services and Service Level Agreements (SLA) outlined in the contract. The QASP shall include the following sections: (a) QA Roles and Responsibilities (b) QA Activities - all processes that will be utilized to monitor performance (c) QA Activity Assessment - including the scoring rubric (e.g., scorecard) to measure performance (d) Action Plans (e) How to Leverage QA Data (in operations, training, content development, etc.) (f) QA Reports 2.3 Stakeholder Services Scope Scope includes program development, implementation, and ongoing operations. 2.3.1 Define QA Sampling Approach per Process Currently defined processes are evaluated using specific scorecards based on a random sample of the total number of transactions per month using historical data to determine the number of monitored consumer interactions required to meet a statistically valid sample size. For example, based on 65,000 estimated monthly contacts with a confidence level of 95% and confidence interval of 5 (also known as plus or minus), a total of 382 interactions would need to monitored and scored. We will be looking to the Contractor to apply their expertise to provide recommendations for the QA sampling approach based on their experience and industry best practices. Methods of surveillance may include: • Random Monitoring • Targeted Inspection • Process specific sample sizes based on % confidence levels • Frequency of Inspection (daily, weekly, and monthly performance reports) 2.3.2 Review, Refine and/or Define QA Scorecards There are seven (7) processes identified for quality review within Stakeholder Services and the CRC. Many have existing QA scorecards, but some do not. The Contractor will assist CFPB with defining scorecards where needed. The Contractor shall recommend changes to QA scorecards and processes based on their experience and industry best practices. 2.3.3 Monitor Processes and Complete QA Scorecards As part of its QA processes, the Contractor shall monitor and evaluate its CG interactions using a defined scorecard. The CGs are not to know which interactions are being screened. The Contractor shall monitor the number of CG interactions consistent with its proposal. Additionally, the Contractor shall hold calibrations sessions with CFPB personnel every two weeks to ensure its scoring approach is consistent with CFPB standards. 2.3.3.1 Contact Center Calls QA Consumers contact the CFPB via phone to submit and/or update complaints, as well as to request responses to inquiries, or to provide feedback. When processing a submission over the phone the CRC documents the caller's contact and submission information in the CRM system and provides a resolution according to the Knowledge Management (KM) system and training. 2.3.3.2 Contact Center Data Entry QA Consistent with CFPB business processes, the CRC provides an address for the receipt of written correspondence (Fax, Paper, Email), and processes all inbound mail. Intake of incoming mail, email, and eFax is sorted and opened. Inbound mail is scanned (with Optical Character Recognition (OCR) technology), and transmitted through system integration from the CRC scanning system into the CRM system and either associated with an existing submission or a new submission. All written correspondence is time and date stamped. In accordance with CFPB mail templates and business processes, the CRC sends the appropriate response receipt. The CRC scans all mail within one (1) business day of receipt. After scanning the mail, the CRC processes the submission in accordance with the type (as described in the submission handling process and CFPB business processes). Submissions have been an average of 14 pages. A normal page of text is around 4,000 characters. The typical handle time for reading, data entry, and attachment of the submissions has been 15 minutes per letter. 2.3.3.3 Routing Stakeholder Services routes complaints to the company thru the routing process using the CRM system. When processing a complaint thru routing, Stakeholder Services: (a) Reviews complaints for completeness and company named (b) Determines need to reach out to submitter for additional information (c) Determines company and boarding status (d) Determines if complaint should be referred to another regulator (e) Routes complaints to appropriate destination 2.3.3.4 Complaint Triage Stakeholder Services prepares complaints and companies for boarding thru the triage process using the CRM system. When processing a complaint thru triage, Stakeholder Services: (a) Determines if the complaint should be associated with an existing pending company (b) Routes unmatched company names, abbreviations, misspellings, etc. to Boarding process for research (c) May need to update routing tools as an alias/affiliate (d) May need to start the boarding process as a pending company (e) May be deemed as not appropriate for boarding or routing tools (referred to another regulator) 2.3.3.5 Portal Boarding In order to send complaints to Companies, the CFPB must register the company within the CRM system. The process of registering is referred to as "boarding". Boarding requests are received when companies request to register with the CFPB, or when a request is generated as a result of a complaint completing the triage process. As part of the boarding process, Stakeholder Services utilizes the CRM system to: (a) research company contact information using the internet, industry contacts, consumer information, company reports, bank reports, and other CFPB approved data sources (b) Perform outreach to new, un-boarded companies (c) Facilitate boarding process for new companies (d) setup companies and Government entities in the CRM system (e) provide access to company POCs 2.3.3.6 Portal Servicing Once boarded the company may submit service requests or non-administrative responses via the CRM system. Handling these service requests is referred to as "servicing". Stakeholder Services provides the necessary personnel, technology, and infrastructure to execute both of these processes. As part of the servicing process, Stakeholder Services: (a) Responds to boarded company operational and technical questions (b) Ensures portal users have adequate information to view and respond to complaints (c) Modifies the POC or contact information for the company (d) Reviews and responds to the questions from companies (e) Evaluates complaints returned by companies via administrative response categories (f) Manages updates to the routing tools and organization tables There are approximately 500 service tickets per month. 2.3.3.7 Scrubbing QA Upon receiving a submission in the Scrubbing process, the CRC scrubs the PII of consumers from submissions based on guidance provided by CFPB. The CRC conducts an initial, second, and final QA review of each submission using the following process: Step 1: The first CG scrubs the PII from the submission Step 2: A second CG independently reviews the results of Step 1. If any PII is found, the CG returns the submission to the Step 1 CG to be re-scrubbed and then re-sent to Step 2. Once complete, the CRC routes the submission to the appropriate queue in accordance with CFPB business processes. 2.3.4 Create Regular Analytical Reports, Findings, and Recommendations At the end of each month, the Contractor will prepare a written report for Stakeholder Services summarizing the overall QA results. This written report and the supporting completed QA Monitoring Forms will become part of the Contractor's deliverables. 2.3.5 Regular Review Meetings The Contractor will host in-depth reviews with the Stakeholder Services to outline the findings for the period. These meetings can be weekly, bi-weekly, or monthly based on common agreement. However, the Contractor shall meet with the Stakeholder Services as often as required. The Contractor can request a special meeting to address any issues. The agenda of the meetings may include: • Monthly performance assessment data and trend analysis • Issues and concerns • Projected outlook for upcoming months and progress against expected trends, including a corrective action plan analysis • Recommendations for improved efficiency and / or effectiveness • Issues arising from the performance monitoring processes 2.3.6 Suggest Improvements to Knowledgebase Based On QA Findings Suggest improvements to Knowledgebase to address the lack of adherence to CFPB business processes, quality standards, or other issues highlighted by the CFPB, the Contractor's internal quality team, or other Contractor personnel. 2.3.7 Suggest Improvements to Procedures Based On QA Findings Suggest proper procedures to address the lack of adherence to CFPB business processes, quality standards, or other issues highlighted by the CFPB, the Contractor's internal quality team, or other Contractor personnel. 2.3.8 Suggest Improvements to Training Based On QA Findings Suggest improvements to training to address the lack of adherence to CFPB business processes, quality standards, or other issues highlighted by the CFPB, the Contractor's internal quality team, or other Contractor personnel. 2.3.9 Participate in Monitoring Calibrations In an effort to create consistent scoring between the Contractor and CFPB, the Contractor shall hold calibrations sessions with CFPB personnel every two (2) weeks to ensure its scoring approach is consistent with CFPB standards. Regular calibrations sessions should decrease the number of potential disputes which lessens the amount of work for Stakeholder Services, the CRC, and the Contractor. 3.0 RFI PURPOSE AND INSTRUCTIONS In order to proactively plan for future requirements, CFPB is conducting market research to locate qualified, experienced small businesses such as an 8(a), to provide quality assurance reviews of a contact center. The purpose of this announcement is to gain knowledge of potential qualified firms. Responses to this notice will be used by the Government in making appropriate acquisition decisions. Industry feedback is vitally important and the Government will be receptive to any and all ideas received from industry. Please submit your response in Microsoft Word or PDF format. All information submitted should consist of UNCLASSIFIED material only. Any company proprietary information must be marked as such. Information should not exceed ten (10) one-sided 8 ½ x 11 pages, with one inch margins, and font no smaller than 12 point. Interested parties are encouraged to submit the following: PART 1 Section 1. Company name, address, telephone number, a point of contact with e-mail address, and Data Universal Numbering System (DUNS) number. Indicate small business size status, if applicable, including status as a small disadvantaged business, 8(a) business, woman-owned small business, HUBZone small business, veteran-owned small business, and/or service disabled veteran-owned small business. Section 2. A summary of similar work performed with other government agencies in the past five (5) years, including any on-going contracts. Include Contracting Activities/Agencies, contract numbers, contract value, contract period of performance, whether your company served as a prime contractor or subcontractor, and a point of contact at the Contracting Activity who can verify the information you provided. PART 2 Provide any comments and suggestions related to the CFPB's general requirements as well as suggested approaches to structuring contract pricing. All responses shall be submitted via email to catherine.palmer@cfpb.gov. Responses must be received no later than 12:00 PM Eastern Time on 1 December 2016. Disclaimer This RFI is not a Request for Proposal (RFP) and is not to be construed as a commitment by the Government to issue a solicitation or ultimately award a contract. Responses will not be considered as proposals nor will any award be made as a result of this synopsis. All information contained in the RFI is preliminary as well as subject to modification and is in no way binding on the Government. FAR clause 52.215-3, "Request for Information or Solicitation for Planning Purposes", is incorporated by reference in this RFI. The Government does not intend to pay for information received in response to this RFI. Responders to this invitation are solely responsible for all expenses associated with responding to this RFI. This RFI will be the basis for collecting information on capabilities available. This RFI is issued solely for information and planning purposes. Proprietary information and trade secrets, if any, must be clearly marked on all materials. All information received in this RFI that is marked "Proprietary" will be handled accordingly. Please be advised that all submissions become Government property and will not be returned nor will receipt be confirmed. In accordance with FAR 15.201(e), responses to this RFI are not offers and cannot be accepted by the Government to form a binding contract.
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