SOURCES SOUGHT
R -- White House VA Hotline Call Center
- Notice Date
- 2/8/2019
- Notice Type
- Synopsis
- NAICS
- 561422
— Telemarketing Bureaus and Other Contact Centers
- Contracting Office
- Strategic Acquisition Center - Frederick;Department of Veterans Affairs;5202 Presidents Court, Suite 103;Frederick MD 21703
- ZIP Code
- 21703
- Solicitation Number
- 36C10X19Q0059
- Response Due
- 2/25/2019
- Archive Date
- 3/27/2019
- Point of Contact
- (240) 215-0603
- Small Business Set-Aside
- N/A
- Description
- Request for Information (RFI) The Department of Veterans Affairs (VA) is issuing this RFI in accordance with FAR 15.201(e). The agency does not intend to award a contract but rather gather information on capability, delivery and other market information pertinent for acquisition planning. The result of this market research will contribute to determining the method of procurement and identify parties having an interest in and the resources to support this requirement for the following: BACKGROUND The Secretary of the Department of Veterans Affairs (VA) is working to rebuild trust with Veterans and the American people, improve service delivery, set the course for long-term VA excellence/reform and deliver better access to care and benefits for the long term. The Veteran Experience Office (VEO) is supporting VA in this transformation with the White House/VA Hotline (WH/VA HL), which was created in response to the President s promise to Veterans made in July 2016 to allow Veterans to directly call and begin resolution of their issues and navigation of the broad business lines of VA. The WH/VA HL began operations in September 2017 using improved Patient Experience (PX) and User Experience (UX) as its guiding objective and was funded under a two-year GSA ATT Network contract VA 118A-17-F-0707 that provided for 24/7 Tier 1 Contact Center at our Shepherdstown, West Virginia facility. VEO now operates the Hotline center as a referral contact center to resolve Veteran problems as they come in, or refer them to the appropriate business line that will work on their case or claim issue, such as health, pharmacy, benefits, compensation, pensions, education, loans, or insurance, etc. VEO is focused on creating a Veteran-centered VA and placing Veterans in control of how, when and where they want to receive services. WH/VA HL agents answer inquiries, provide directory assistance, document concerns about VA care, benefits and services, and expedite the referral and resolution of those concerns. Agents undergo currency and competency training on VA benefits and services based on hotline trends and are assisted by newly implemented tracking software to help VA capture and improve its response, referral and resolution processes to best support Veterans. Additional VA Contact Centers, such as MyVA311, is where WH/VA HL can handle calls using a zero out feature, that transfer overflow calls from other VA Contact Centers to the Hotline. The Hotline also generates real-time reports to VA experts who can help address the specific customer service issues of Veterans, as well as make better-informed decisions on where program improvements for UX and PX are needed. SCOPE The scope of this effort is to staff a Tier 1 Level Contact Center, delivering exceptional customer service. Contact Center agents will answer general inquiries, provide directory assistance, document recommendations and compliments, perform intake of concerns about VA care, benefits and services and follow established procedures for other types of contacts received. Agents will undergo currency and competency training on VA benefits and services based on hotline trends and are assisted by newly implemented tracking software to help VA capture and improve its response, referral and resolution processes to best support Veterans. Agents will use resources available such as Job Aids, Knowledge Management, FAQs, email alerts, Chatter posts, SOPs, mandated scripts, and reference materials to improve VA knowledge proficiency and utilize these materials as the first source of needed information or guidance. This contact center will be operated 24/7, with staffing adjusted to meet varying call volume. A rapid surge capability to increase staff that would handle overflow calls from other VA contact centers is part of this PWS. These agents and supervisors should follow same performance criteria of government full time employee (FTE) agents and supervisors. Refer to Attachment 1, on pg 9, VE Contact Center Operations, that shows 24/7 hours deployed by agents and supervisors to man the WH/VA HL. The Veterans ID Card (VIC) Tier 1 help desk option is available for each year of the contract. It will require 10 agents and 1 supervisor on a 24/7 basis. VIC Help Desk support: The Veteran Identification Card (VIC) Program is needing Tier 1 Help Desk Support. This level of help desk support would be available to answer calls, emails, and online messaging requests (IRIS, etc) from our customers related to VIC, enter trouble tickets on behalf of our customers to be routed for Tier II support, provide calls with general information regarding troubleshooting known or consistent issues where a workaround exists, report to the Program Manager any consistently reported unknown issues, and keep track of metrics on VIC related calls. Tier 1 support is critical as it is the first line of support for VIC to our customers. At the Supervisory level, the Contractor shall provide the Government with call data metrics. Supervisors will interact with clients and other members of the Hotline team with respect, courtesy, focus and professionalism. They will actively participate in improving the White House VA Hotline's performance by assisting in balancing all workload requirements, responding in a positive manner to management requests for information or ideas that enhance the effective operation of the White House VA Hotline, and completing or presenting training on matters regarding the White House VA Hotline. These services shall lead to: Recommendations for and participation in contact center planning Perform a supervisory review of 15 cases in Customer Relationship Management (CRM) software per agent each month using criteria established by the operations team. Perform a supervisory review of 5 calls using quality software per agent each month using criteria established by the operations team. Perform a supervisory review of customer satisfaction survey call scores below an average score of 3 and above a cumulator score of 21. Completes training on content provided by the Operations Team. Identifies calls that must be escalated to management. Determines most appropriate course of action or identifies alternatives in resolving issues Asks appropriate questions to identify complex or vague requests Prepares well defined case notes when actions are affected Works under pressure, remain calm and effective while dealing with escalating and difficult calls Responds to Veteran through email or other forms of messaging Stays organized and prioritized regarding multiple tasks Meets the requirements for delivering excellent customer service. This PWS shall have a Program Manager to manage, monitor, and control all subsequent tasks initiated to obtain services required to satisfy the WH/VA Hotline objectives. The Program Manager established in this PWS shall oversee and provide direction and guidance to the Supervisors and Agents of the Contact Center. The Program Manager shall coordinate efforts between all tasks and projects. Essential responsibilities of the Contractor s Program Manager in respect to all tasks: Identify, monitor, and control interdependencies between tasks Manage escalated issues amongst the tasks that compromise the program Track the call center metrics weekly and monthly of assigned agents and report analysis results to VA Management weekly and monthly Maintain appropriate level of staffing always for 24/7 service to include the hiring and replacement of agents or supervisor. New hires will start only during regular training cycle and should be hired prior to the start of the training cycle. ORDER TYPE The effort shall be proposed on a Firm Fixed Price (FFP) basis with Incentive Fee for adding a Temporary Surge capability of 70% to staffing, in 10% increment blocks for rapid execution on an as needed basis per Government management authorization. PERFORMANCE DETAILS PERFORMANCE PERIOD The period of performance for this contract is a one-year base period with three option periods as follows: Base Period: August 16, 2019 through August 15, 2020 Option A: Incentive to Surge 75%, in 10-15 % Increments for Base Period rounded to whole person Option B: Additional support, 10 agents 1 supervisor, for Veterans ID Card (VIC) Tier 1 24/7 support Option Period One: August 16, 2020 through August 15, 2021 Option C: Incentive to Surge 75%, 10-15% Increments (rounded) in OY1 Option D: VIC Tier 1 support, 10 agents 1 supervisor Option Period Two: August 16, 2021 through August 15, 2022 Option E: Incentive to Surge 75%, 10-15% Increments (rounded) in OY2 Option F: VIC Tier 1 support, 10 agents 1 supervisor Option Period Three: August 16, 2022 through August 15, 2023 Option G: Incentive to Surge 75%, 10-15% Increments (rounded) in OY3 Option H: VIC Tier 1 support, 10 agents 1 supervisor PLACE OF PERFORMANCE The place of performance is at a VA secure facility located with VAMC Martinsburg WV at 239 Lowe Drive, Shepherdstown, WV 25443. The VEO MCT Directorate management is at the VA Central Office located at 1800 G Street NW, Suite #401, Washington, DC 20420. If another site is needed to handle additional call volume, VA will select the facility and location. TELEWORK Agents positions may be eligible for telework if performance standards are met. Supervisors may be eligible for telework on an ad hoc basis. Any telework considerations must comply by telework policy and agreement. LEAVE, ATTENDANCE, AND OVERTIME Since this is a 24/7 operation, this is considered an essential operation and leave considerations will be handled accordingly. All requests for time off, overtime, shift changes, and vacation time will be approved by the Workforce Management Section on the Operations Team. SPECIFIC TASKS AND DELIVERABLES The Government will provide clarification on requirements, templates, standards, and guidelines on all deliverables when clarification is not provided in this PWS prior to any action taken by the Contractor. The Contractor or Vendor will be required to support the Government Divisions with the tasks listed in this PWS. STAFFING This contract will replace the current WH/VA HL contractors, which are staffed with 35 Call Agents, seven Supervisors and one Program Manager, totaling 43 Contractor FTEs. The Contractor shall staff, schedule, monitor to include hiring and discharging Agents outlined throughout the performance period in accordance with the contract Program Management Plan (PMP). This includes program/project planning, program/project management, quality management, staff assignment, staff management, schedule, workforce management and plans for contact Agents and program/project deliverables. The Vendor's plan shall be responsive to this PWS and describe in further detail, the approach to be used for each aspect of the contract as defined in the proposal including a detailed schedule for deliverables and draft deliverables. The schedule will outline the Contractor s tasks as well as necessary reviews including quality reviews and reviews from the Government. The Vendor's approach shall be collaborative with Government. The Contractor is expected to work collaboratively with other contracted personnel currently supporting the Government, including information sharing and attending joint meetings. The Contractor shall keep the PMP up to date throughout the period of performance and aligned with the Government Program Integrated Master Schedule (a time-based schedule containing the networked, detailed tasks necessary to ensure successful program/contract execution). The Vendor shall identify a Program Manager (PM) who shall be the single Point of Contact (POC) with overall responsibility for the performance of the work. The PM shall: Ensure that all requirements are performed and deliverables are submitted per agreed upon integrated master schedule Ensure all operational deliverables are met as per the directions of the COR and/or the Contracting Officer Communicate regularly and effectively with the COR, the Contracting Officer, and the VEO Contact Center Management Utilize contact center metrics to track, manage, and analyze task progress and communicate findings to the COR in a timely manner to ensure appropriate focus on critical attention areas Manage and monitor the staffing for program execution including developing and planning resource assignments and allocations Manage and monitor invoicing to the Government. Refer to Table 1, Attachment 1, VE Contact Center Operations weekly deployment schedule. ATTACHMENT: Veterans Experience Contact Center Operations Weekly Timetable KICK OFF MEETING Kickoff meeting. The kickoff meeting shall be held within two (2) business days of contract award inclusive of an initial PMP. The initial PMP shall include a transition-in plan for full staffing that describes the contractor s plan to ensure continuity of support activities being transferred from outgoing contractors. The kickoff meeting shall be held at 239 Lowe Dr. Shepherdstown WV 25443. At a minimum the three key personnel will attend in person. MANAGEMENT PLAN The Contractor shall deliver a Management Plan that lays out the Vendor s approach, timeline and tools to be used in execution of this contract. The Plan should take the form of both a narrative and graphic format that displays the schedule, milestones, risks and resource support. The Plan shall also include how the Vendor shall coordinate and execute planned, routine, and ad hoc data collection reporting requests as identified within the PWS. The Vendor shall update and maintain the approved Plan throughout the period of performance. CONTACT CENTER Metrics and Analysis The Contractor shall deliver a monthly Contact Center Program Metrics Report and Assessment. This report will provide the Government with a summary assessment of contacts received and outcomes derived. Any problems or pertinent issues shall be addressed in this report. The Vendor shall develop mechanisms and metrics to measure against the action plan as well as monitor its success and adjust the plan as needed. Contact Center Metrics include the following: Call Abandonment Rates less than 3% Average Speed of Answer of 10 20 seconds First Call Resolution for directory assistance and general inquiries Response Accuracy Case Notes Accuracy (5 W s) IVR survey results Adherence Survey Data, including survey scores and number of participants PERSONNEL KEY PERSONNEL The Program Manager is defined as key personnel and shall not be removed, diverted or replaced from work without approval of the Contracting Officer (CO) and Contracting Officer s Representative (COR). Additionally, the Program Manager should have at least eight (8) years of progressive management experience with Call Centers and Customer Service centers in supervisory roles. Any personnel the Vendor offers as substitutes shall have the ability and qualifications equal to or better than the key personnel who are being replaced. Requests to substitute personnel shall be approved by the COR and the CO. All requests for approval of substitutions in personnel shall be submitted to the COR and the CO within 30 calendar days prior to making any change in key personnel. The request shall be written and provide a detailed explanation of the circumstances necessitating the proposed substitution. The Vendor shall submit a complete resume for the proposed substitute, any changes to the rate specified in the order (as applicable) and any other information requested by the CO needed to approve or disapprove the proposed substitution. The CO will evaluate such requests and promptly notify the Vendor of approval or disapproval thereof in writing. NON-KEY PERSONNEL The Vendor staff shall be fully qualified and have the level of experience necessary to accomplish the requirements of this PWS. In addition, Vendor personnel shall be acceptable to the Government in terms of personal and professional conduct, and in technical knowledge. Furthermore, Vendor personnel are expected to be proficient in using office automation equipment and software, and have sufficient written and verbal communication skills to support the Department. Should any Vendor personnel be determined to be unacceptable in terms of technical competency or unacceptable personal conduct while on-site or while working on contract activities, the Vendor shall immediately remove and replace the unacceptable on-site personnel at no additional cost to the Government. Vendor personnel are to serve in a support role, final decisions regarding the Department business will always be made by Government personnel Replacement of staff, at the Supervisor level, must be approved by the Operations Team leadership. The staff member being brought on should have the same level experience as the staff member being replaced. The Vendor shall submit the candidate s resume along with a summary of the candidate s qualifications that match the requirements of the position. AGENTS The Program Manager shall be responsible for managing the overall performance, quality, schedule, and cost for the contract. Among other responsibilities, the Program Manager shall maintain appropriate level of Agents. The Four Supervisors and PM will work together to keep Agent staffing at the proper level. Fourty (40) agents are specified to start this contract. DELEGATED AUTHORITY The Vendor shall provide a Program Manager who shall have full decision making authority over vendor staff and be responsible for all Vendor work performed in accordance with the Government Contract. The Program Manager shall be the single point of contact for the Contracting Officer and the COR for technical matters. The name of the Program Manager and the name(s) of any alternate(s) who shall act for the Vendor in the absence of the Program Manager shall be provided to the Government as part of the Vendor s proposal. The Program Manager is designated as Key personnel by the Government. During any absence of the Program Manager, only one alternate shall have full authority to act for the Vendor on all matters relating to work performed under this contract. AVAILABILITY The Program Manager shall be available to the COR during normal working hours. Normal working hours are defined as from 7:30 A.M. to 4:30 P.M., Monday through Friday or after hours and on week-ends as necessary for the successful completion of the program deliverables. The Program Manager has staff on shift 24/7 so needs to be available to address unexpected operational issues such as emergencies, and replacement of supervisory and agent personnel due to unexpected absences. OTHER APPLICABLE CONDITIONS PROGRAM AND SYSTEM DOCUMENTATION & DOCUMENT OWNERSHIP The Vendor shall adhere to the Government Contract terms for title to and ownership of all property. Notably, all documentation and related deliverables generated and/or delivered by the Vendor within the scope of this Contract shall be the sole property of the Government without exception and shall be housed in a Government owned repository. OTHER DIRECT COSTS (ODCs) All materials required for performance under this PWS that are not Government-furnished, shall be furnished by the Vendor. TRAVEL Contractor travel is not anticipated in support of the requirements for this contract. GOVERNMENT FURNISHED EQUIPMENT Government Furnished Property will be provided. The VA shall provide, where required, Government furnished facilities and workspace (i.e., cubicle), Government furnished systems and network access (i.e., laptops/desktops and email access) and access to other VA program offices and partner agencies for the contractor to perform its duties. The Contractor will be billed for unreturned GFE checked out to individual employees who fail to return GFE. GOVERNMENT TERMS & DEFINITIONS Table 1 Government Terms, Definitions, and Acronyms Acronym Description/Definition MCT Multi-Channel Technology VBA Veterans Benefits Administration VHA Veterans Health Administration VEO Veterans Experience Office PMO Program Management Office VAMC VA Medical Center COR Contracting Officer Representative FTE Government Full Time Employee PWS Performance Work Statement Term Description/Definition Department The term Department in this document may refer to the VA or VBA. Government The term Government in this document may refer to VA Central Office (VACO), VEO, MCT or the VRM PMO. Vendor or Contractor The term Vendor in this document may refer to Vendor or Contractor. VA White House Hotline VA White House Hotline Shepherdstown WV PERFORMANCE METRICS The table below defines the Performance Metrics associated with this effort. Performance Standard for Agents Performance Objective Performance Standard Acceptable Performance Levels Call Quality The agent shall effectively communicate with clients with respect, courtesy, empathetic, tactful and professionalism. Advocates for the client at every opportunity. Provides courteous and professional service to all callers in a clear and comply with the established call flow. The agent must maintain an average month Call Monitoring Evaluation of at least 95 points. Indicator: A random review will consist of a sampling of recorded telephone calls, or live telephone calls totaling five (5) per month. Customer Service The agent shall control the conversation, in a courteous, empathetic, tactful, and respectful manner. Receives telephone calls from and/or generates telephone calls to Veterans, their family members and/or legal representatives concerning general information, directory assistance and complaint resolution. Calls involve a broad range of topics. Asks clarifying questions to ensure that the primary issue of the client is identified and to surface any other concerns and issues that may or may not be related. This also includes e-mail and chat. The agent must show a pattern of world class customer service as shown by positive feedback, supervisory observation or other documented evidence, with no instances of discourteous or unprofessional manner during the performance appraisal period. Indicators: Management and Supervisory observation, customer service surveys, peer-to-peer recognition, and feedback received from external customers. Validation Time The agent must meet the minimum required time on the telephone, established for his/her work schedule. Schedule permits a scheduled 30 minute lunch and 2 scheduled 15 minutes breaks. Agents are required to log into the phone system for their entire tour of duty. The agent is required to request, in advance, any unmeasured time needed and also to log this time on their validation sheet. The agent is also required to log any outgoing calls which are work related, meetings, and/or work related activities, which may affect his/her validation time. The agent may not have more than three (3) occurrences, throughout the appraisal year, where he/she has failed to maintain 30 minutes or less of release time daily. Indicator: The Supervisory, on a random basis, will conduct no more than three (3) validations on the agent during a performance month. The agent must meet two (2) validations in a month. Error Rate The agent must route the complaint to the correct VA Administration Office, the correct Complaint Category, other referral actions of non-complaint, and post Knowledge Management adjudication actions with expediency and within established guidelines for quality. The agent may not have more than 15 occurrences, during the performance year, where items have been returned and noted with a substantial error condition. Indicator: On a monthly basis, the Supervisory or a designee will randomly review 15 cases of an agent's complaint routing actions. Errors are determined by the SQC criteria. Technical Needs Basic computer skills Proficiant in typing, writing skills, grammer and spelling Satisfactory or higher Performance Standard for Supervisors Performance Objective Performance Standard Acceptable Performance Levels Supervision The Supervisor is expected to demonstrate effective personnel management, with minimal need for Manager level intervention. This is accomplished by: Complying with agencies policies, directives, and labor practices Recognize problems and effectively resolve them while fullying communicating with upper management Providing employees with performance standards Maintain accurate documentation of employees performance Complete monthly performance /expectations about performance Addressing performance deficiancies as soon as possible Process personnel actions within required time frames The Supervisor must show a pattern of good supervision skills as shown by positive feedback, Management observation or other documented evidence, with no instances of unusual Manager level intervention during the performance appraisal period and failure to comply with guidelines concerning the implementation of their employee's performance plan. Indicators: Management observation, Manager s records and peer-to-peer recognition. Monthly performance must be presented to the employee each month. On a monthly basis the Manager/Designee will review 50% of the employee performance folders, per team, for accuracy and completeness. Workload Management and Quality Control Complete silent monitoring of five (5) calls per agent per month for quality and training purposes Analyze daily telephone activities and make adjustments during the day to staffing to meet incoming call volume and to ultimately ensure maximum wait time, staffing compliance, and abandoned call rates are within parameters Manage to 10% available agent shrinkage Complete all supervisor call backs within the established guidelines Complete SQC review on 15 complaint routing actions per agent per month for quality and training purposes The Supervisor must show a pattern of good supervision skills as shown by positive feedback, Management observation or other documented evidence, with no instances of unusual Manager level intervention during the performance appraisal period and failure to comply with guidelines concerning the implementation of their employee's performance plan. Indicators: System and quality reports, including telephone Call Monitoring Evaluation Sheets, SQC program, supervisor s employee performance folders. Leading People Proactively promotes a learning organization through feedback and coaching, access to training, and timely completion of mandatory training. Maintains a healthy and safe work environment. Engages in early conflict management and alternate dispute resolution as needed. Demonstrates evidence of supporting employees professional growth, to include mentoring. The Supervisor demonstrates the high level of performance expected, and his or her actions and leadership contributes positively toward the achievement of strategic goals. The Supervisor is an effective, solid, and dependable leader who delivers high-quality results based on measure of quality, quantity, efficiency, and/or effectiveness within agreed upon timeliness. Indicators: Management observation, peer-to-peer recognition, and supervisory records, reports, and reviews. Privacy and Information Security Ensure that all employees under their authority comply with department training requirements and are trained to understand their information security responsibilities. Ensure that all employees are aware of shredding policies and the destruction of appropriate documents is done in a timely manner. Ensure that all employees under their authority comply with Privacy Act requirements and are trained to understand their responsibilities. Comply with established procedures for detecting, reporting and responding to information security incidents or privacy violations. No instances of failure to adhere to the Privacy Act. No instances of failure to adhere to report Privacy Act violations. Indicator: Supervisory review, privacy reports, Talent Management System reports, customer service surveys, and feedback received from external customers. Technical Needs Basic computer skills Proficiant in typing, writing skills, grammer and spelling Satisfactory or higher Performance Standard for Program Manager Performance Objective Performance Standard Acceptable Performance Levels Supervision Responsibility of supervising a groups of employees include: Work assignment and review, as well as the administrative and personnel management functions relative to the staff supervised. Provides administrative and technical supervision necessary for accomplishing the work of the team. Provides appropriate disciplinary actions on personnel as necessary. Identifies training needs of employees. Set clear expectations for employees. The Program Manager must show a pattern of extraordinary supervision skills as shown by positive feedback, Management observation or other documented evidence, with no instances of unusual Manager level intervention during the performance appraisal period and failure to comply with guidelines concerning the implementation of their employee's performance plan. Indicators: Management observation, Manager s records and peer-to-peer recognition. Monthly performance must be presented to the employee each month. On a monthly basis the Manager/Designee will review 50% of the employee performance folders, per team, for accuracy and completeness. Customer Service The Program Manager will function as a team member to enhance customer service contacts by work actions. Maintains professional, positive, and helpful relationships with customers by exercising tact, empathy, diplomacy, and cooperation. Performance demonstrates the ability to adjust to work pressures, to handle differences of opinion in a businesslike fashion, and to follow instructions conscientiously. As a team member, contributes to the group effort by supporting fellow teammates with technical expertise and open communications and by the ability to effectively communicate in a courteous manner with internal and external customers. The Program Manager must show a pattern of extraordinary customer service as shown by positive feedback, supervisory observation or other documented evidence, with no instances of the Program Manager conducts himself/herself in a discourteous or unprofessional manner with either internal or external customers. Indicators: Management observation, customer service surveys, peer-to-peer recognition, and feedback received from internal or external customers. Workload Management and Quality Control The Program Manager must taking a proactive role to ensure the highest level of service is provided to the White House VA Hotline's personnel. Distributes workload within the team and ensures the work assignments of employees in the team are carried out. Reviews the work of the team members on a monthly basis to assure compliance with employees performance standards. The Program Manager must show a pattern of extraordinary management of the workload and quality control as shown by positive feedback, Management observation, peer-to-peer recognition, or other documented evidence, with no instances of unusual Manager level intervention during the performance appraisal period. Indicators: Management and Supervisory observation, customer service surveys, SQC program and feedback received from internal and external customers. Leading People Identify the right person for open positions helps to ensure the organization secures the best talent for the job. Helps lead the team that rally around the mission and vision of the organization. Helps minimize team conflict and manage team dynamics. The Program Manager demonstrates the high level of performance expected, and his or her actions and leadership contributes positively toward the achievement of strategic goals. The Supervisor is an effective, solid, and dependable leader who delivers high-quality results based on measure of quality, quantity, efficiency, and/or effectiveness within agreed upon timeliness. Privacy and Information Security Ensure that all employees under their authority comply with department training requirements and are trained to understand their information security responsibilities. Ensure that all employees are aware of shredding policies and the destruction of appropriate documents is done in a timely manner. Ensure that all employees under their authority comply with Privacy Act requirements and are trained to understand their responsibilities. Comply with established procedures for detecting, reporting and responding to information security incidents or privacy violations. No instances of failure to adhere to the Privacy Act. No instances of failure to adhere to report Privacy Act violations. Indicator: Supervisory review, privacy reports, Talent Management System reports, customer service surveys, and feedback received from external customers. Technical Needs Basic computer skills Proficiant in communicate orally and in writing in a clear and concise manner Satisfactory or higher The Government will utilize a Quality Assurance Surveillance Plan (QASP) throughout the life of the contract to ensure that the Vendor is performing the services required by this PWS in an acceptable manner. The Government reserves the right to alter or change the QASP at its own discretion. A Performance Based Service Assessment Survey will be used in combination with the QASP to assist the Government in determining acceptable performance levels. The COR will determine if the performance of the Vendor is below a metric standard and deem it unacceptable. The COR will then notify the Contracting Officer. THERE IS NO SOLICITATION AT THIS TIME. This request for capabilities information does not constitute a request for proposals; submission of any information in response to this market survey is purely voluntary; the government assumes no financial responsibility for any costs incurred. Your responses may be shared with all stakeholders, thus the information received will not be considered proprietary. If your organization has the potential capacity to perform these contract services, please provide the following information: Cover Sheet 1 page Please provide the following information: 1. Organization name, address, and web site. 2. Point of contact to include e-mail address and telephone number. 3. Business size (large or small). If small, please provide type of small business. 4. North American Industry Classification System (NAICS) that best fits these task areas. 5. If applicable, GSA contract number, schedule, and SIN category. Index 1 page Please provide an index to assist the Government in identifying where you have addressed each question below in your Capabilities Statement and Market Information. Please provide question number and corresponding page and section heading and/or paragraph number. Capabilities Statement and Market Information Please respond to the following questions by providing a capabilities statement and market information. What size call center they have managed? How many calls have they managed or typically take per day? Have you previously worked on a Government contract that experienced a surge in calls? If so, did you have staff that was previously vetted and ready to onboard? Please explain in detail. How would they support surge in volume and staff up temporarily to meet the surge? Do you have experience doing this in the past? How do you typically price out a call center, i.e. number of calls, number of personnel required, etc? What other contact center communication channels do you have experience with and in what volume? What experience do you have with service recovery type customer contacts? What type of tier 1 work experience do you have? What are challenges or impediments of the RFI, which make this more difficult to service? What suggestions would you offer to the requirements which would improve the level of service that could be offered? STRUCTURE AND SUBMISSION OF RESPONSES Contractors should respond to this RFI by February 25, 2019 by 12 PM ET via e-mail to David.Rupert@va.gov and Melissa.Maloy@va.gov. Limit all responses to 15 pages. NOTE: THIS NOTICE WAS NOT POSTED TO FEDBIZOPPS ON THE DATE INDICATED IN THE NOTICE ITSELF (08-FEB-2019); HOWEVER, IT DID APPEAR IN THE FEDBIZOPPS FTP FEED ON THIS DATE. PLEASE CONTACT 877-472-3779 or fbo.support@gsa.gov REGARDING THIS ISSUE.
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