Welcome Login

For current information from GSA about COVID19 please click HERE

You are here

IMPORTANT CHANGE NOTICE FOR SCHEDULE 738X HR & EEO SERVICES SOL 2FYA-AR-06004-B SIN 595-21 ENHANCEMENT

SCHEDULE 738X MODERNIZATION

In cooperation with OPM & OMB, GSA is updating Schedule 738x  with an enhancement  to  SIN 595-21. The proposed changes reflect the current OPM Human Resources Line of Business (HRLOB) Framework and  will  provide several key benefits.  This change restores SIN 595-21 to its original scope but breaks it down into a total of 10 additional SINs. Each SIN reflects functions in the current OPM HRLOB Framework. Overall, the changes support government-wide Category Management initiatives  specifically for Human Capital Management. The changes make the Schedule more customer-friendly. Each business line represents one discrete HRLOB function and is defined by new NAICS and PSC coding allowing for awards in many key groups of professional services. .

 

(Body section of Interact Post)

SCHEDULE 738X_  Refresh # 28_  DRAFT_  SIGNIFICANT_ CHANGES  

“DISCLAIMER: GSA FAS is posting this notification of a planned solicitation refresh and modernization as a courtesy to industry. All comments on the attached DRAFT document must be submitted in the “Comments” section below within (10) ten business days of this posting. Comments provided elsewhere or after 10 business days will not be considered. GSA FAS will consider all relevant comments and make changes to the DRAFT as appropriate, but will not issue a formal response to industry comments or related inquiries. Interested parties should review the final version of the solicitation refresh or mass modification closely for additional changes made to this DRAFT.”

PURPOSE OF PLANNED  ACTION

The purpose of the changes is to restore the Human Resources Schedule  to its original scope, the scope is not changed but, rather, fully detailed and organized according to the OPM HRLOB Framework which defines the full range of Human Resources Professional Services in an easy-to access and understand format. The changes allow Customer Agencies to more easily identify vendors with specific expertise. The changes provide for the full landscape of applicable NAICS and PSC coding which allows Customer Agencies to make awards under each functional area. The changes support Category Management by  mitigating contract duplication government-wide. Customer Agencies would be less likely to launch their own vehicle when they can easily ascertain what is available in the MAS Program.

 

SUMMARY OF PLANNED ACTIONS

 

SIN 595-21 edited and maintained and split up into Ten (10) new SINs with new NAICS & PSC Codes reflecting OPM HRLOB Framework.

1.Solicitation Name is changed to read: Human Capital Management & Administrative Support Services . Fully defines the Category

2. New  Evaluation Criteria Requirement: The formal proposal requirement shall include a Security Plan for Safeguarding Personal Identifiable Information  in the HR arena. The PI Plan shall provide for a contingency plan should PI Data be compromised.  Complies with enhanced security requirements for PI . Addresses Voice of the Customer concerns for security of PI.

3.New SINs: A total of ten new SINs shall be added. SIN descriptions are in the FULL TEXT of the SIN updates attached herewith.  Makes Solicitation more Customer-Friendly.Defines families of professional services under functions of the OPM HRLOB. Provides for  discrete awards against specific Functions. Fully restores the original scope of the Human Resources Line of Business.

                     4.  New/Additional NAICS & PSC codes shall be added to each new SIN and are revealed in the FULL TEXT.  Provides wide landscape for  Schedule utilization and contract awards.Reflects areas of significant government-wide spend in the Human Resources Category and will help  avoid duplication of contracting.

 

BENEFITS TO INDUSTRY PARTNERS

It will be easier for :Customer Agencies to locate and identify  Vendors now identified by  Areas of Expertise.

Reorganization by OPM Functionalities mitigates against contracting redundancy while supporting overall Category management.

Segregation by families of professional services defined by new PSC and NAICS coding makes it easier for Customer Agencies to identify suitable vendors and makes it easier to issue discrete awards against a wider landscape of NAICS codes.

Vendors can select and add new business lines that reflect their  areas of expertise thereby expanding their market and competitiveness.

 

FULL TEXT SIN UPDATES:

 

Solicitation Descriptions

Sub-Category:   (NOTE NEW TITLE FOR THE SOLICITATION)

SCHEDULE 738X:

HUMAN CAPITAL MANAGEMENT & ADMINISTRATIVE SUPPORT SERVICES (Excluding EEO   Services)

595-21   AGENCY HUMAN CAPITAL STRATEGY, POLICY, and OPERATIONAL PLANNING           OPM defines the Agency Human Capital Strategy, Policy and Operational Plan sub-function as the development of effective human capital management strategies, enhanced policy, and plans that ensure Federal organizations are able to manage a highly qualified, productive, and diverse workforce focused on results aligned with agency mission, goals, and objectives in accordance with merit system principles.

This Function contains the following  Sub-Functions  A.1.1 Workforce Planning; A.1.2 Human Capital Strategy;  A.1.3 Organization Design and Position Classification;  A1.4 Diversity and Inclusion; A.1.5 Employee Engagement and Communications; A1.6 Organizational Development.

Workforce Planning:  

Workforce Planning is the continual, systematic process for identifying and addressing the gaps between the workforce of today and the human capital needs of tomorrow (e.g., size, type, experience, knowledge, skills, mission, competencies, etc.) including the strategic succession management to strengthen current and future organization leadership capacity, to achieve organizational objectives and remain resilient to internal and environmental changes.

Contractor shall provide support in systematic approaches to forecasting the future demand for and supply of employees. Examples of  Workforce Planning include but are not limited to: Conducting  traditional & web-based modeling and analysis of needs and future trends; and Conducting human resource audits; and providing forecasting techniques through the use of experts, workforce skills assessment, trend projection and other forecasting methods.

Human Capital Strategy:  

Human Capital Strategy includes identifying strategic HR needs, defining HR and business function roles and accountabilities, determining HR costs, establishing HR measures, developing/administering HR programs and policies, developing strategies for HR systems, tools, and technologies, and developing a Human Capital service delivery plan. (OPM\Federal Human Capital Business Reference Model)

Examples of Human Capital Strategy include but are not limited to : Conducting  both internal and external environmental scans; assisting the development of  human resources and human capital strategies and plans; researching and validating human resources policy and practices; managing current and future work force competencies; developing workforce plans; developing succession plans; managing the human resources budget; providing human resources and human capital consultative support ; and measuring and improving human resources performance.  

 

Organization Design & Position Classification:

Organizational Design and Position Classification involves assessing workforce composition, including the types, grades, numbers of positions, and employee skills along with workloads and work processes to align organizational and positional structures with the strategic mission and objectives of the organization.

 

Contractor shall provide HR Management Consulting, Position Classification, Integration, Change Management, Internal Placement, and Succession Planning. and  Internships.  Position Classification: Contractor shall provide support services in a range of classification functions For a variety of occupations and grades in the General Schedule, the Federal Wage System, or other Federal classification systems, in accordance with Title 5, United States Code (USC) or other appropriate authorities.

Examples of Position Classification support include but are not limited to: Reviewing position descriptions for adequacy; implementing classification standards; preparing evaluation statements; conducting audits; counseling employees who wish to submit classification appeals; providing advice on position management, organization structure, supervisor/worker ratio and impact of mission/workload changes; and assisting in the preparation of position descriptions. Services may be provided with or without delegation of classification signature authority to line managers dependent upon agency policies and requirements.

 

Diversity & Inclusion:

Diversity and Inclusion involves bringing together individuals with a range of similarities and differences (including but not limited to race, ethnicity, gender, gender identity, sexual orientation, age, social class, physical ability, religious or ethical values system, national origin, and political beliefs) to create an environment of involvement, fairness, and respect—where employees have equal access to opportunities and resources, and where the richness of ideas, experiences, backgrounds, and perspectives are harnessed to create business value.

Examples of Diversity and Inclusion work would include but not limited to providing HR Consulting, recruitment planning, workforce assessment, and assisting in the design of programs and review and integration services that maximize diversity in the workplace.

*Function Review: Contractor shall provide a review of the human resources department and other offices relating to the implementation function outsourced. Examples include but are not limited to: The Contractor selected to perform the outsourced function meets with the human resources personnel and other personnel as necessary to gain an understanding of the environment in which the work will be performed. This includes establishing agency unique requirements and project management throughout the life cycle of the outsourced function concerning transition, project status, results, and possible recommendations for change and managing change during the contract period. Function review SHALL NOT include consultation on the business improvement process or preliminary studies under OMB Circular A-76 (GSA)

Employee Engagement & Communications:

Employee engagement and communications involves enhancing employees' involvement in, commitment to, and satisfaction with organizational objectives, and developing internal communications plans to manage ongoing dialogue between the organization and its employees. (OPM\Federal Human Capital Business Reference Model)

Examples of Employee Engagement and Communications work would include but not limited to  providing HR consulting services necessary to plan, and implementing programs and methodologies to enhance employee engagement, satisfaction, and effective communications, and improving  individual and group dynamics, morale and team building, and internal and external social media utilization.(OPM)

Organizational Development: (Optimization)

Organization Development is a system-wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of strategies, structures, and processes that lead to organization effectiveness. (OPM\Federal Human Capital Business Reference Model

This sub function provides for HR Management Consulting, Change Management, and HR Process Improvement as well as transactional personnel actions that support Customer Agency goals.

OPM defines a Personnel Action as the process necessary to appoint, separate or make other personnel changes. The concept of personnel action is not specific to a single OPM Business Reference Model sub-function. Rather, it is a concept that converges with multiple activities across the BRM—activities that result in a change to employee status or other key employee data. Personnel actions involve the processing of a full range of federal personnel actions related to the federal employee lifecycle from acquisition to retirement.

 

Examples of Personnel Actions support but are not limited to processing Standard Form 50 and related forms and documents manually and electronically to affect the full range of Federal personnel actions  for SES, General Schedule, Federal Wage System, and other employee pay systems, maintaining on-line data in HR Information Systems (HRIS) and any automated personnel subsystems to include, if needed, electronic interface with finance and OPM systems; providing advice and assistance on technical matters related to employee records; preparing reports; electronic processing of resumes; providing for custody and maintenance of Official Personnel Files (OPFs); maintaining OPFs in a secured area, protected from unauthorized access in accordance with regulatory requirements; forwarding OPFs to National Records Center; and providing required employment verification.

 

Contractor shall act in support of the  program manager to connect/integrate the various functions performed by multiple Contractors. Examples include but are not limited to interconnecting the operations of different Contractors performing human resources outsourcing activities within an agency and maintaining the interconnection among Contractors and their functions while acting in a key contractor role. Examples include maintaining the interface between a Contractor performing payroll functions and another Contractor performing personnel records functions.(GSA)

 

Performance and Data Security requirements are determined by the Customer Agency at the Task order Level. (GSA)

NOTE:  Task Orders issued against this Solicitation must specifically state whether the Contractor is using a Government supplied System or a Vendor provided system where “system” refers to a management or transactional processing tool, or Personal Information Database, cloud-based or future technologies.

 

NOTE: Each sub-function under each SIN, requires the

Completion of all (5) five factors of Section II Technical Proposal: (1) Factor One Corporate

Experience, which requires a capability statement, (2) Factor Two Relevant Project

Experience, must show evidence of prior experience, (3) Factor Three past Performance,

Specific professional labor rates should be assigned to each sub-function, (4) Factor Four

Quality Control Plan  (5) Data Security Plan and Contingency Plan.

For all professional services, an Employee Compensation Plan is required.

 

Sales:

Sales Period: Oct 1, 2014 to Sep 30, 2015

Cooperative Purchasing: No

Set Aside: No

FSC/PSC Code :   R406  (Primary)   R410   R406   R799

Maximum Order : $1,000,000

NAICS  541611  (Primary)   541612    561110

NAICS

Number Description Business Size

541611  Strategic Planning 15 mil

541612  HR Consulting 15mil

561110  Office Administration 7.5mil

541720  Business Cognitive Research 20mil

561210  Facility Support Services 38.5mil

 

595-2     TALENT  ACQUISITION:

 

OPM defines the Talent Acquisition function as the establishment of internal programs and procedures for   attracting, recruiting, assessing, and selecting highly qualified, productive employees with appropriate skills and competencies, from all sectors of society, all in accordance with merit system principles

 

Examples of Talent Acquisition include but are not limited to developing a staffing strategy and plan; establishing an applicant evaluation approach; announcing the vacancy, sourcing and evaluating candidates against the competency requirements for the position; initiating pre­ employment activities; and hiring employees.

 

The Talent Acquisition function includes the following sub-functions: A.2.1 Talent Acquisition Management; A.2.2 Candidate Sourcing & Recruitment; A.2.3 Candidate Assessment & Selection; A.2.4 New Hire In-Processing (On-Boarding); A.2.6 Candidate Suitability; A.26 Security Classification & Background Investigation Support

 

Talent  Acquisition Management

Talent Acquisition Management includes aligning the workforce plan to business unit strategies/resource needs.

 

Examples of Talent Acquisition Management include but are not limited to  Developing and opening job requisitions, preparing job descriptions, posting job requisitions, managing internal/external job posting websites changing/updating requisitions, interacting with hiring managers, creating applicant records,  managing/tracking applicant data, archiving and retaining records of non-hires, determining competencies through job analysis, and designing assessment approach and tools. (OPM\Federal Human Capital Business Reference Model)

 

Contractors shall provide HR consulting services, including planning and management support services.    providing for staffing and career counseling and On-Boarding support.   Pre-Employment Screening is covered under SIN 595-27

 

Candidate Sourcing and Recruitment

Candidate Sourcing and Recruitment includes selecting recruiting methods, performing recruiting activities, holding/participating in recruiting events, managing recruitment vendors, recruitment branding, and candidate relationship management. (OPM\Federal Human Capital Business Reference Model)  Candidate Sourcing & Recruiting includes but is not limited to providing for Executive Search services, Recruitment Systems, placement coordination, and, Career Transition Guidance, The Contractor shall provide extensive support in the field of recruitment and internal placement.

 

Examples of Recruitment and Internal Placement support

include but are not limited to: Performing  external  recruitment using printed and electronic media,

trade schools, job fairs and college visits paying special attention to reaching all segments of

the population; managing comprehensive internal recruitment and placement programs

including  merit promotions, transfers of function (TOF), reassignments, temporary promotions,

details, realignments, changes to lower grade, upward mobility, rotational training assignments,

reductions-in-force (RIFs), and others,. Includes Internships and Mentoring Assignments.

 

Candidate Assessment and Selection

Candidate Assessment and Selection provides for preliminary design, implementation and review of eligibility requirements and evaluation criteria and qualifications analysis and management for a wide range of special recruitment programs including: Senior Executive Service (SES), Pathways Program,  Veterans’ Recruitment Appointment (VRA), Schedule A Hiring Authority for Individuals with disabilities, and Student Aid programs.

 

Examples of Candidate Assessment and Selection include, but are not limited to:  Identifying and deploying candidate selection tools, interviewing and testing applicants, and selecting/rejecting candidates based on skills, competencies, and qualifications. (OPM\Federal Human Capital Business Reference Model)

New Hire  In-Processing

New Hire In-Processing provides for the employment actions immediately upon the selection of a candidate and until the candidate has been fully processed into his/her new job.   

Examples of New Hire In-Processing include, but are not limited to: Developing  job offers, negotiating an offer, hiring a candidate, and managing and automating in-processing forms. (OPM\Federal Human Capital Business Reference Model)

*Provides for design and implementation of new hire In-processing and Orientation including basic training methodologies and delivery.

 

Candidate Suitability

A Candidate Suitability determination involves assessing whether a job candidate meets federal government criteria for employment, if there is a legal reason preventing the candidate from working in a particular federal government position, or if a person’s identifiable character traits and conduct may have an impact on the integrity or efficiency of the service.  

 

Examples of Candidate  Suitability include, but are not limited to  Fitness Testing, Skills assessment, Psychological testing, aptitude assessment. *Security Classification and Background Investigation Support.

*Provides administration for the preparation and documentation of formal Background Investigations including Polygraph and other testing methodologies in support of  Security Clearance adjudication.(GSA)

 

Performance and Data Security requirements are determined by the Customer Agency at the Task order Level. (GSA)

 

.Sales:

Sales Period: Oct 1, 2014 to Sep 30, 2015

Cooperative Purchasing: No

Set Aside: No

FSC/PSC Code : R431  (Primary)  R420  R431

Maximum Order : $1,000,000

NAICS  561311  (Primary)

Number Description

NAICS

Number Description Business Size

561312  Executive Placement 27.5 mil

561310  Employee Services 27.5mil

561612  HR  Consulting 15mil

561311   Employee Placement 27.5mil

561618  Other Management Consulting 15mil

561611  Investigations 20.5mil

 

595-.3       TALENT DEVELOPMENT

OPM defines the Talent Development function as the implementation and maintenance of comprehensive employee development and engagement programs to meet current and future talent demands of the agency and to develop and retain quality, high performing, and diverse talent.

 

The approach is to ensure that agency employees have the right competencies and skills for current and future work assignments. This sub-function includes conducting employee development needs assessments; designing employee development programs; administering and delivering employee development programs (Learning Management)  and evaluating the overall effectiveness  of the agency's employee development approach.

 

Provides for the implementation and maintenance of comprehensive employee development and   engagement programs to meet current and future talent demands of customer agencies and to develop and retain highly qualified, high performing and diverse talent. The function includes the following sub-functions: A.3.1 Talent Development Planning and Strategy; A3.2 Workforce Development and training; A.3.3  Learning Management.

 

Talent Development Planning & Strategy:

Talent Development Planning & Strategy determines talent development needs through analysis of required and available skills aligned to organizational objectives.

Examples of  Talent Development Planning & Strategy work include but are not limited to: Providing advice, guidance and assistance to supervisors and employees as well as HR/personnel staff in managing self-improvement training resources, providing assistance in identifying training needs and requirements, coordinating the availability of various training programs, developmental career programs, executive leadership programs, and tuition assistance programs; encouraging participation and accountability from management and employees in the training program(s), counseling management and employees to determine the best and most cost-effective methods of meeting organizational and career developmental needs, and recommending, design , and/or conducting programs in areas related to human resources.   (GSA)

 

Workforce Development, Training and Training Devices:

Workforce Development and Training is the creation and delivery of resources and opportunities increasing the employees’ capacity to successfully perform in their roles and advance their careers. Workforce Development, Training and Training Devices also includes  professional training and individual development services Such as HR Training-Leadership and management training, internships and apprenticeship programs; (off-the-shelf only).  (OPM\Federal Human Capital Business Reference Model)

 

Examples of  Workforce Development, Training and Training Devices include, but are not limited to: Conducting leadership training workshops and seminars not provided via traditional management training curricula available elsewhere, and conducting Speakers Bureau services and Leadership assessment surveys.  (GSA)

 

For HR-Specific Training, course description and instructor resumes are required. A copy is required of the Commercial End User Licensing Agreement for any Web Based Training  Service   or Subscription Service. (GSA)

 

Learning Management:

Learning Administration is the management and administration of agency talent development programs. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Learning Management include, but are not limited to:  Providing comprehensive professional support to  the administration of traditional and automated Learning Management Systems (LMS) , gathering and assessing of data (data analytics), reporting, testing  and conducting test administration, Educational Program Research & Development, and general HR Consulting Services.  

 

Performance and Data Security requirements are determined by the Customer Agency at the Task order Level. (GSA)

 

Sales: $16,765,275

Sales Period: Oct 1, 2014to Sep 30, 2015

Cooperative Purchasing: No

Set Aside: No

FSC/PSC Code : R408 (Primary) or   U009 (Primary)  ,R799  

Maximum Order : $1,000,000

NAICS  611430  (Primary)   541612  541618   

Number Description

NAICS

Number Description Business Size

541618  Other Management Consulting 15mil

541612  HR Consulting 15mil

561310  Employee Services 27.5mil

541611  Planning 15mil

611430    Professional Development Training 11mil

611710    Educational Support Services, Internships 15mil

813920    Professional Organizations 15mil

 

 

595-.4     EMPLOYEE  PERFORMANCE MANAGEMENT

OPM defines the Performance Management function as the creation implementation, and maintenance of comprehensive employee performance management practices, programs, and activities that support customer agency mission objectives.

The approach ensures agency employees are demonstrating competencies required of their work assignments. This function includes the following sub-functions: A.4.1 Employee Performance Management; A.4.2 Recognition Management

 

Employee Performance Management

 

Employee Performance Management involves defining performance objectives, reviewing, appraising, and managing employee performance, and evaluating and reviewing the performance management program. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Employee Performance Management include, but are not limited to: Planning, and implementing designing, developing and implementing a comprehensive performance management strategy that enables managers to make distinctions in performance and links individual performance to agency goal and mission accomplishment

 

 

Recognition Management

Recognition Management involves defining appropriate types of recognition (e.g., cash, non-monetary, and honor awards, etc.) and determination and administration of appropriate awards, activities and recognition for individuals and groups.  

 

Examples of Recognition Management include, but are not limited to: Analyzing current recognition and reward programs and practices to ensure they are aligned to organizational business and people strategies, motivating individual/team/organizational achievement, ensuring award criteria are sufficiently met, encouraging managers to champion recognition programs, communicating the recognition and reward strategy to employees and managing employee performance at the individual level and evaluating the overall effectiveness of the agency's employee development approach and incentives.(OPM\Federal Human Capital Business Reference Model)  

 

PSC/FSC  R408 Program Management Support (Primary, R431 Professional HR Administrative Support Services

NAICS   541612 HR Consulting  (Primary) 15mil

541618        Other Management Support 15mil

561439        Business Analytics Support 15mil

923130        Workers Compensation N/A

541191     Title Abstract Settlement Offices 11mil

 

 595-.5   COMPENSATION & BENEFITS

OPM defines Benefits Management as the design, development and implementation of compensation, benefit and retention programs to support customer agency mission objectives and workforce strategy.

This Sub-Category provides for General Human Resources basic functions including but not limited to Payroll, Benefits Management, Workers Compensation, Unemployment Insurance Claims; and Executive Services. This function includes the following sub-functions A.5.1 Compensation Management; A.5.2 Work Schedule and Leave Administration; A.5.3 Benefits Management; A.5.4  Work-Life Wellness/Employee Assistance Programs and Social Services.

 

Compensation Management:

Compensation Management designs, develops, and implements compensation policies and programs that attract, retain, and equitably compensate employees in accordance with law and regulations.  Develops and implements strategic and cost-effective use of pay flexibilities to address agency recruitment and retention needs in support of their missions and goals.  Compensation Management ensures policies, programs, and human resources, payroll, and time and attendance systems support accurate and timely pay for employees.

 

Examples of Compensation Management work include, but are not limited to: Providing administrative and Management support in the planning and adoption of non-discretionary (government-wide) agency discretionary and alternative compensation programs that are fair, equitable and promote employee retention and the designing and planning of programs for award and bonus payout strategies and payroll processing, employee and third party disbursements, and payroll reconciliation. (OPM)

 

Work Schedule and Leave Administration:

Work Schedule and Leave Management designs, develops, and implements work schedules and leave policies and programs that attract, retain, and meet the work-life needs of employees in accordance with law and regulations.  Develops and implements policies to administer leave and work schedules in support of agency missions and goals.  Ensures policies, programs, and human resources, payroll, and time and attendance systems support accurate and timely benefits for employees.

 

Examples of Work Schedule and Leave Administration work include, but are not limited to:

Providing consulting and program management services in support of the creation of work schedules that may also include approval and recording systems that reconcile leave accrued and leave taken. (OPM)

 

Benefits Administration

Benefits Management is the process of establishing and maintaining non-wage compensations for the employees of the organization, managing the day-to-day operations of group benefits programs and employee enrollment, processing claims, and performing benefits reconciliation. Employee benefits typically include but are not limited to medical insurance and individual retirement accounts (IRAs).

 

Examples of Benefits Administration work include, but are not limited to: Consulting and management support services to insure proper determination, allocation, and disbursement of employee benefits including the processing and adjudication of workers compensation claims.  (OPM)

 

 

Workers' Compensation:

Workers Compensation involves the management of claims processing under the

Federal Employees' Compensation Act (FECA) pursuant to the Department of Labor, Office

of Workers' Compensation Program (OWCP).

 

Examples of Workers Compensation Benefits Administration work include, but are not limited to: Providing technical and managerial assistance; monitoring hearing and appeal responses; counseling claimants in filing injury reports and establishing the essential elements of the claim; developing training programs for employees and management; developing return-to-work strategies; and claims re-validation assessments and administrative inquiries to confirm or refute suspicions or allegations of invalid claim status.(GSA)

 

Work-Life Wellness/Employee Assistance Programs,

Work-life Wellness and Employee Assistance Programming is the managing of organizational services that help employees work through various life challenges that may adversely affect job performance, health, and personal well-being to optimize organizational success and work-like wellness.  EAP services include employee assessments, counseling, and referrals for additional services to address personal and/or work-related concerns, such as stress, financial issues, legal issues, family problems, office conflicts, and alcohol or other substance abuse. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Work-Life Wellness/Employee Assistance work include, but are not limited to:

Providing comprehensive employee assistance and related social and behavioral health counseling and readjustment services including, traditional EAP, vocational and psychosocial rehabilitation, physical/occupational/educational therapy and outpatient recovery; personal and family support, wellness coaching, psychotherapy, including homeless counseling and placement services, emergency response and social advocacy services, educational and public health program administration, service registries (employment, daycare, etc.); legal, benefit/compensation consultation in the areas of individual and family personal and financial enhancement.  Other support services are available under SIN 595-28.

 

Performance and Data Security requirements are determined by the Customer Agency at the Task order Level. (GSA)

 

PSC/FSC  R699;  R431  Professional HR Administrative Support Services (primary)  R408, Program Management Support, R418 Legal, Paralegal  Adjudication, Arbitration, Mediation

 

NAICS   541214  Payroll (Primary), 20.5mil

541612 Compensation & Benefits 15mil

524291  Unemployment Claims 20.5mil

524292  Pension Claims 32.5mil

522320  Financial Transactions 38.5mil

923130  Claims Adjudication N/A

541219  Bookkeeping 20.5mil

541190  Paralegal 11mil

923130  Workers Compensation N/A

524291 Cause of Loss Investigation 20.5mil

561611 Investigations 20.5mil

541618  Other Management Consulting 15mil

541511  Custom Computer Related Services 27.5mil

541512   Computer Systems Design 27.5mil

541519   Other Computer Related Services 27.5mil

518210  Data Processing,Hosting 37.5mil

511210  Software Publishers

 

595-.6   SEPARATION & RETIREMENT

OPM  defines the Separation Management function as conducting efficient and accurate HC processing actions in support of employee separation or retirement;

 

Examples of Separation and Retirement work includes but is not limited to: conducting efficient and accurate HC processing actions in support of employee separation or retirement,  handling the appropriate notifications and determining the terms of the separation. Ensuring knowledge transfer occurs between the separating employee and remaining employees.

 

This function includes the following sub-functions: Separating employees are offered transition counseling and support. This sub-function includes: A.6.1 Separation Counseling; A.6.2 Retirement Planning and Processing; A.6.3 Retirement Management    

 

Separation, Retirement, Payroll and Benefits services require a Quality Control Plan that     addresses security of personal individual data.(GSA)

 

Separation Counseling

Separations Counseling involves determining the terms, entitlements, and benefits options of separation (e.g., leave balance pay out or transfer of account, severance, pension, Temporary Continuation of Coverage, etc.) and conducting counseling activities, when appropriate or requested, to assist the separating employee and/or their family with the transition and helping complete necessary documents. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Separation Counseling work include, but are not limited to:

Providing HR Consulting services specific to retirement not otherwise offered under EAP.  Also, providing outplacement support including, but are not limited to: comprehensive

outplacement/career transition services in response to downsizing and reorganizing including

moving personnel to new positions inside or outside of the organization and retirement

assistance; training, counseling and guidance in areas such as self-assessment; knowledge, skills, and abilities (KSA) assessment; job aptitude/interest inventories; group and individual counseling; career and job workshops; resume writing; job search methods; interview and negotiation techniques; stress management; and personal financial management and job training.(GSA)

Retirement Planning

Retirement Planning and Processing

Retirement Planning and Processing includes retirement counseling between the HR department and the prospective retiree, retirement application processing (which includes input from the prospective retiree, HR, and payroll), the application adjudication, and the authorization of retirement payments. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Retirement Planning and Processing work include, but are not limited to: Providing professional consulting services in support of retirement planning. (GSA)

 

Retirement Management

Retirement management includes the oversight and maintenance of the organization’s retirement systems, tools, and processes. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Retirement Management include but are not limited to providing consulting and management support in the design and implementation of customer agency retirement protocols.

 

Data Security requirements are determined by the Customer Agency at the Task order Level. (GSA)

 

Sales: $16,765,275

Sales Period: Oct 1, 2014 to Sep 30, 2015

Cooperative Purchasing: No

Set Aside: No

FSC/PSC Code : R431 (Primary)  R506,  R410 R499    

Maximum Order : $1,000,000

NAICS  641214  Payroll  (Primary)  522320   561499  561310  541612

Number Description

NAICS

Number Description Business Size

641214  Payroll 20.5

541612  Compensation 15mil

561310  Employee Services 27.5mil

522320  Transactions 38.5mil

561110  Office Administration 7.5mil

524291  UI Claims 20.5mil

624298 3rd Party Admin of Insurance 15mil  

541199  Paralegal 11mil

624230  Emergency Relief 32.5mil

 

595-.7        EMPLOYEE RELATIONS

OPM defines the Employee Relations function as the design, development and implementation of programs to ensure mission effectiveness through employee accountability and  that strive to maintain an effective employer-employee relationship that balances the agency's needs against its employees' rights.

The function includes the following sub-functions: A.7.1 Employee Misconduct Remediation; A.7.2 Employee Performance Remediation; A.7.3 Administrative Grievances and Third-Party Proceedings; A.7.4 Reasonable Accommodation Programming; and A.7.5 Employee Suitability

 

Employee Misconduct Remediation

Employee Misconduct Remediation involves developing policies that outline employee conduct expectations, defining acts of misconduct, specifying the responsibilities of supervisors when handling misconduct in the workplace, establishing appropriate actions to be taken, and granting the opportunity for employees to respond to allegations. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Employee Misconduct Remediation work include, but are not limited to:

Performing case management; reviewing proposed correspondence for

regulatory compliance; serving as an interface with legal staff, union representatives,

Department of Labor (DOL), Office of Personnel Management (OPM), other appropriate

outside agencies, and the appropriate internal agency activities as required. (GSA)

 

Employee Performance Remediation

Employee Performance Remediation involves developing processes that address and define corrective actions for departures from acceptable standards of performance established for employees to successfully fulfill the job duties and responsibilities indicated in performance plans. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Employee Performance Remediation work include, but are not limited to:

Performing case management; reviewing proposed correspondence for

Regulatory compliance; serving as an interface with legal staff, union representatives,

Department of Labor (DOL), Office of Personnel Management (OPM), other appropriate

outside agencies, and the appropriate internal agency activities as required. (GSA)

 

Administrative Grievances and Third-Party Proceedings

Administrative Grievances and Third-Party Proceedings refer to the processes and procedures organizations use to objectively review complaints concerning working conditions or employment decisions affecting employees not covered by a labor agreement with a union, and engagement in alternative methods of dispute resolution, as appropriate, (e.g., mediation, fact finding, ombudsman meeting, dispute panels, and facilitated discussion). (OPM\Federal Human Capital Business Reference Model)

 

Examples of Administrative Grievances and Third-Party Proceeding work include, but are not limited to: Providing comprehensive support in disciplinary actions as they relate to complaints, grievances, and appeals; leave administration, recognition and awards, performance management and appraisal, insurance benefits, Thrift Savings Plan, and retirements , providing guidance and assistance in completing necessary processes and documentation; providing guidance and assistance in monitoring and assessing the value of or operation of a complaint receipt systems such as an agency complaint hotline (GSA), performing case management; assisting in the review of correspondence for regulatory compliance; serving as an interface with legal staff, union representatives, Department of Labor (DOL), Office of Personnel Management (OPM), other appropriate outside agencies, and providing support to  the appropriate internal agency activities as required.(GSA)

 

Reasonable Accommodation Programming

Reasonable Accommodations Programming refers to formal procedures for handling requests for an adjustment or change to some aspect of one's job or benefit of employment for reasons related to a disability or medical condition, and available provisions that make it easier for an employee to successfully perform position duties. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Reasonable Accommodation Programming work include, but are not limited to: Performing case management, screening or assisting in the review of proposed correspondence for regulatory compliance; serving as an interface with legal staff, union representatives, Department of Labor (DOL), Office of Personnel Management (OPM), other appropriate outside agencies, and supporting the appropriate internal agency activities as required.

 

Employee Suitability

Employee Suitability refers to a determination of whether the continued employment of an employee with more than one year of continuous service would or would not protect the integrity or promote the efficiency of the service, and any adverse actions taken to remove the employee from their position. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Employee Suitability work include, but are not limited to: Assisting in determining candidate/ employee suitability based on information collected outside of the HR process or within, including interviews, skills assessment, skills testing and resume review.

 

 

(EAP (Employee Assistance Programs & Social Services are available under SIN 595-28)

(EEO Services & Investigations are available under SIN 595-25)

 

Performance and Data Security requirements are determined by the Customer Agency at the Task order Level. (GSA)

 

Sales: $16,765,275

Sales Period: Oct 1, 2014 to Sep 30, 2015

Cooperative Purchasing: No

Set Aside: No

FSC/PSC Code : R418  (Primary) R431, R799  R499  

Maximum Order : $1,000,000

NAICS  561310   (Primary)  541199  524291  624190  541612

Number Description

NAICS

Number Description Business Size

561310  Employee Services 27.5

541190  Paralegal   11mil

624190  Family Services 11mil

541612  HR Consulting 15mil

522320 Financial Transactions 38.5mil

561611  HR Consulting 15mil

561492  Court Reporting 15mil

624230  Emergency & Relief Svcs 32.5mil

541190   Paralegal 11mil

541612  HR Consulting 15mil

522320  Financial Transactions 38.5mil

561611  HR & Management Consulting 15mil

 

595-.8     LABOR  RELATIONS

OPM defines the Labor Relations function as managing of the relationship between the agency and its management associations, unions and bargaining units. This includes negotiating and administering labor contracts and collective bargaining agreements; managing negotiated grievances; and participating in negotiated third party proceedings.  Includes adjudication of issues related to Disaster Relief. This function includes the following sub-functions:  A.8.1 Labor Relations Management; A.8.2 Negotiated Grievances and Third-Party Proceedings; A.8.3 Collective Bargaining

 

Labor Relations Management

Labor Management Relations involves managing bargaining unit recognition requests, establishing an environment and resources conducive for ongoing communication between union and management between management and non-labor organizations representing Federal employees, and ensuring union negotiations, contracts, and agreements are legal and compliant with government-wide laws, rules and regulations. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Labor Relations Management work include, but are not limited to:

Performing case management; meditating and/or Alternative Dispute Resolution (ADR), as needed; assisting a Customer Agency in the  Review of  correspondence for regulatory sufficiency or compliance; serving as an interface support for activities with legal staff, union representatives, Department of Labor (DOL), Office of Personnel Management (OPM), other appropriate outside agencies, and supporting appropriate internal agency activities as required. (GSA)

 

Negotiated Grievances and Third-Party Proceedings

Negotiated Grievances and Third-Party Proceedings refer to the procedures and guidelines to be followed by employees, management or the union when resolving disputes or conflicts, and the provision of an appeal or third-party arbitration for any grievance not satisfactorily settled under negotiated grievance procedures. (OPM\Federal Human Capital Business Reference Model)

 

Examples of Negotiated Grievances and Third-Party Proceeding work include, but are not limited to: Performing case management; mediating  and/or ADR,  as needed; supporting management review of correspondence for Regulatory sufficiency or  compliance;  assisting Customer Agency management  as an interface with legal staff, union representatives, Department of Labor (DOL), Office of Personnel Management (OPM), other appropriate outside agencies, and supporting  appropriate internal agency activities as required; including providing paralegal and related ancillary services. (GSA)

 

Collective Bargaining

Collective Bargaining involves negotiating in good faith and reaching agreements that result in  written contracts governing the terms and conditions of employment for unionized employees (e.g., working hours, training, health and safety, overtime, grievance mechanisms, etc.). (OPM\Federal Human Capital Business Reference Model)

 

Examples of Collective Bargaining work include, but are not limited to: Performing case management; mediating, and assisting customer agencies in the  review of  proposed correspondence for Regulatory sufficiency or compliance; assisting Customer Agency management as  an interface with legal staff, union representatives,

Department of Labor (DOL), Office of Personnel Management (OPM), other appropriate

Outside agencies, and supporting appropriate internal agency activities as required.(GSA)

Performance and Data Security requirements are determined by the Customer Agency at the Task order Level. (GSA)

 

Sales: $16,765,275

Sales Period: Oct 1, 2014 to Sep 30, 2015

Cooperative Purchasing: No

Set Aside: No

FSC/PSC Code : R418 (Primary)  R431  R424   R499    406

Maximum Order : $1,000,000

 

PSC/FSC   R418  (Primary),   R431, R424, R406

Business Size

NAICS      541990 (Primary) 15mil

541990     ADR, Mediation 15mil

541720     Business Analytics Research 20.5mil

561492    Court Reporting 15mil

541618    Other Management Support 15mil

561611   HR Consulting 15mil

522320   Financial  Transactions 38.5mil

624190   Family Services 11mil

561310  Employee Services 27.5mil

 

595-.9       WORKFORCE ANALYTICS AND EMPLOYEE RECORDS

OPM defines the Workforce Analytics and Employee Records function as the implementation of systematic, flexible, and inclusive process to review workforce and performance data, metrics, and results, to anticipate and plan for future strategic and operational requirements and to make holistically informed Human Capital Management decisions.

 

This function includes the following sub-functions: A.9.1 Employee Inquiry Processing; A.9.2 Employee Research; A.9.3 Workforce and Performance Analytics; A.9.4 Workforce and Performance Reporting; A.9.5 Records Management; and A.9.6 Records Disclosure. (OPM\Federal Human Capital Business Reference Model)

 

Employee Inquiry Processing

Employee Inquiry Processing refers to the process of receiving, responding to, and recording information related to employee inquiries, questions, concerns, complaints or suggestions. (OPM\Federal Human Capital Business Reference Model)

 

Employee Research

Employee Research involves the use of surveys, focus groups and other data-gathering methods to reveal the attitudes, opinions and feelings of employees that could influence change within the organization. (OPM\Federal Human Capital Business Reference Model)

Workforce and Performance Analytics

Workforce and Performance Analytics refer to an advanced set of data analysis tools and metrics that comprehensively measure workforce performance and facilitate ongoing improvement. It includes analysis of recruitment, staffing, training and development, personnel, and compensation and benefits, as well as standard ratios such as time to fill, cost per hire, accession rate, retention rate, replacement rate, offer acceptance rate, etc. (OPM\Federal Human Capital Business Reference Model)

 

Workforce and Performance Reporting

Workforce and Performance Reporting involve communicating organizational composition, resources utilization, and/or achievements data to relevant stakeholders to inform goal creation and drive positive change. (OPM\Federal Human Capital Business Reference Model)

Records Management

Records Management involves establishing standards of accuracy, relevancy, necessity, timeliness, and completeness for personnel records, and prescribes processes for the creation, collection, processing, use, revision, and maintenance of employee data. (OPM\Federal Human Capital Business Reference Model)

Records Disclosure

Records Disclosure refers to the maintenance, protection, furnishing, and amendment of records within a systems of records as defined by the Privacy Act of 1974 (5 U.S.C. 552a). (OPM\Federal Human Capital Business Reference Model)

 

Sales: $16,765,275

Sales Period: Oct 1, 2014 to Sep 30, 2015

Cooperative Purchasing: No

Set Aside: No

FSC/PSC Code : R431 (Primary)  R699, R799    

Maximum Order : $1,000,000

 

PSC  431

R699  Other Administrative Support Services

R799  Other Management Support Services

R499  Other Professional Services

 

NAICS      541720 (Primary)

541720      Business and Cognitive Research 20.5mil

561110      Office Administration 7.5mil

541618      Workforce Improvement and Skills Assessment 15mil

541611      Strategic Planning, Records Management 15mil

561611      HR Consulting 15mil

541519     Other Computer Related Svcs 27.5mil

541511   Custom Computer Programming 27.5mil

541512   Computer Systems Design 27.5mil

518210  Data Processing, Hosting 32.5mil

511210    Software Publishers 38.5mil

 

595-10 AGENCY HUMAN CAPITAL EVALUATION

OPM defines the Agency Human Capital Evaluation function as assess results achieved across all Human Capital Management systems and activities in support of mission goals to identify and implement improvements. (OPM\Federal Human Capital Business Reference Model)

 

This function includes the following sub-function A.10.1 Human Capital Programmatic Evaluation.

 

Human Capital Programmatic Evaluation

Human Capital Programmatic Evaluation refers to an agency's self-assessment of its human capital strategy, services, and practices to improve its return on human capital investment, quality, efficiency, and employee satisfaction. (OPM\Federal Human Capital Business Reference Model)

 

 

Sales: $16,765,275

Sales Period: Oct 1, 2014 to Sep 30, 2015

Cooperative Purchasing: No

Set Aside: No

FSC/PSC Code : R431 (Primary)    

Maximum Order : $1,000,000

R699  Other Administrative Support Services

R799  Other Management Support Services

R499  Other Professional Services

 

NAICS   (Primary)

541611   Strategic Planning 15mil

541618    Other Management Consulting 15mil

541210   Business & Cognitive Research 20.5mil

 

595-.11    ANCILLARY SERVICES

 

ADMINISTRATIVE SUPPORT SERVICES (GSA)

 

This function provides professional and general clerical and administrative support services that support all other HR SINs including but not limited to: assisting Customer Agencies in HR Program Development-Assessment, Cataloguing and Records Management; Legal/Paralegal-adjudication support, expert witness, court reporting, ADR (Mediation); Workers’ compensation; Injury Compensation, Unemployment Insurance claims processing.

 

Administrative support services are provided via recruitment or by vendor staff. Providers must comply with applicable State and local licensing or certification requirements as stated at the Task Order Level.

Administrative support functions are for professional and clerical services. Assessments may be survey-based or licensed electronic subscription-based and require vendor to submit a copy of the End User Licensing Agreement and Systems Requirements.

 

This function also has the provision for providing professional and administrative services in support of management programs and projects. Services under this function include but are not limited to:   Paralegal Support, Adjudication, Claims Processing, Transaction Analysis, Function Review Research and Analysis.

 

Performance and Data Security requirements are determined by the Customer Agency at the Task order Level.

 

Sales: $16,765,275

Sales Period: Oct 1, 2014 to Sep 30, 2015

Cooperative Purchasing: No

Set Aside: No

FSC/PSC Code : R499   (Primary)  R799,  R418  

Maximum Order : $1,000,000

 

R699  Other Administrative Support Services

R799  Other Management Support Services

R499  Other Professional Services

 

NAICS  561110  Administrative Support Services (Primary) 7.5mil

Number Description

561110 Office Administration 7.5mil

522320     Process Financial Transactions 38.5mil

524291 Insurance Claims, Adjustments, Cause-of-Cost Investigations 20.5mil

524292 Pension, Claims 32.5mil

541199 Paralegal Services 11mil

541214 Payroll 20.5mil

541219            Bookeeping,Billing,Accounts 20.5mil

541611 Strategic Planning, Record Management 15mil

541612 Compensation & Benefits 15mil

541618 Workforce Improvement & Skills Assessment 15mil

541720 Business & Cognitive Research 20.5mil

541990 ADR, Mediation; Procurement technical,analytical,functional spt. 15mil

561210 Facilities Support Staffing 38.5mil

561310            Employee Services 27.5mil

561410 Secretarial, Documents, Transcription, Editing 15mil

561420 Call Center 15mil

561421 Message Services 15mil

561439 Business Support Services :repro, blueprint ,copy. 15mil

561492 Court Reporting 15mil

561499 Tele & Video Conferencing, Mail Consolidation 15mil

561492 Court Reporting 15mil

561499             Tel/Video 15mil

 

FAQ Document-anticipated questions/answers  attachment

When will these changes be implemented and how will I be notified?

A Solicitation Refresh should take place in about 90 dys. Vendors will receive a MASS MOD Notification.

What actions must I take if I am not adding any SINs?

            Vendors may be asked to accept an Administrative Mod

Can I choose to “opt out” of  accepting this change?

No.

What ,if any, is the impact on any existing Task Orders I have?

There is no impact on existing Task Orders. However, Vendors and Customers should verify the NAICS codes to be utilized in future procurements.

Will I have a new CO?

No

What else must I update?

Vendors should update their GSA Price List, eBUY POC and Authorized Negotiator.

What should I tell my customers?

Customers should be advised of your current and new NAICS as well as the variety of new SINs

Why are there some IT related NAICS codes included?

Some Customer Agencies select IT NAICS to define “systems” or “Applications”  used to process payroll, benefits, claims, and related HR transactions that are Web-Based.  They do not identify the “content” but rather, the “delivery  mode”. Since a significant portion of business is defined this way, we want the business lines to be reflective and flexible in order to accommodate these Customer decisions.

 

Webinar

Date: June 21, 2016

Time: 2 P.M. EDT

Web Meeting Link: https://meet.gsa.gov/sin595/

Dial-in number: No dial-in number. PC speakers only.​

Log in Instructions: Log in to above link no more than 30 minutes before the scheduled meeting time.​

 

Relevant Instructions

Vendors are asked to review the SINs and offer any comments. Vendors should be prepared to select the SINs they wish to add to their existing contract. Initially, and to maintain continuity , all vendors will reside under SIN595-21 but must act accordingly to add the SIN or SINs which encompass the services they have been  originally awarded under  the legacy SIN 595-21.    If your firm already has awarded pricing for a specific sub-function, for instance, recruiting, then only an Administrative eMOD will be required to ADD a new SIN.  This is also an opportunity to add new services not previously awarded but which are within the scope of any new SIN. This will require a traditional eMOD to add new services not previously approved or priced.

In preparation for the first phase changes, vendors are reminded to update  their Point of Contact in eBUY and  confirm their correct Authorized Negotiator(s)  These two POCs are the essential contacts for new business and must be kept current.  

Adding new SINs will require a New Price List. Please  begin preparing for this task. All price lists must be approved by your current CO prior to uploading into GSAADVANTAGE.  All vendors must have at least a TEXT FILE  and an optional Catalog File for professional services.

 

May 24, 2016

 
61
Share

Views: 1353

Comments

J.Donley
(1) With the release of the Change Notice for Schedule 738X HR & EEO Services, the Government has indicated its intent to split up SIN 595-21 into Ten (10) new SINs with new ANICS & PSC Codes reflecting OPM HRLOB Framework. Is it the Government’s intent to automatically award current holders of SIN 595-21 all new Ten (10) SINs if their current price list covers the entirety of the statement of work for SIN 595-21? (2) Each of the new SINs indicates $1M is the maximum order amount. Is it the Government’s intent to limit the maximum order amount under each SIN to that amount or less? We suggest that a $1M limit would severely limit agency use of the contract. (3) What is the Government’s expectation with regard to the current SIN and open orders against it? Will those orders/BPAs be able to continue through the life of the order/BPA (including any option periods)? (4) Will SIN 595-21 remain in place until an individual contractor’s final POP on the final order/BPA has ended?
MAS Blogger
<p>Please see below in response to your questions.</p><p>1. No. Vendors will decide which SINs they wish to add, if any. If they have already been awarded services under 595-21 that apply and fall under any new SINs, they may elect to add via an Administrative MOD.</p><p>2. The Maximum Order Limit does NOT limit the value of any task order or contract awarded against the SIN. The maximum order threshold simply represents the point where, given the dollar value of the potential order, the Schedule Contractor can decline the order.</p><p>3. Existing orders against the original SIN are valid until the natural expiration date of those orders.</p><p>4. SIN 595-21 with its edited SIN description will be implemented and replace the old SIN.</p>
Christine Reid
<p>We are unable to find PSC Code R506. Can you please elaborate or direct us to where we can find the description thereof?</p><p>Thanks.</p>
MAS Blogger
<p><span style="font-family: tahoma, sans-serif; font-size: 12.8px;">PSC R506 is a typo error, it should be R605.</span></p>
Paul Anderson
<p>&shy;Franklin Maxwell Group, LLC (Franklin Maxwell), a VA-verified Service-Disabled Veteran-Owned Small Business (SDVOSB), has reviewed the GSA notification, <em><u>Important Change Notice for Schedule 738X HR &amp; EEO Services Sol 2fya-Ar-06004-B Sin 595-21 Enhancement</u></em>, posted on May 24, 2016 on GSA Advantage! E-Buy.&nbsp; We offer the following comments and questions.&nbsp;</p><p>&nbsp;</p><p><strong><u>SUMMARY</u></strong>:&nbsp; The notification raises many concerns and unanswered questions, which we address below.&nbsp; The information that is included and addressed in the notification also creates concern for Franklin Maxwell as a 738X Schedule Contract Holder (Contract Number GS-02F-0222W) in particular and for small businesses in general.&nbsp; The notification adds administrative burdens and costs, especially to small businesses, by expanding new, formal proposal evaluation criteria; requires a complete restatement and restructuring of small business GSA price lists, and appears to disadvantage small business Schedule 738X contract holders vis-à-vis large businesses.&nbsp; In so doing, the new requirements addressed in the notification appear to run counter to the Small Business Jobs Act, Section 1331, which encourages and provide authorities to increase small business contracting, and also runs counter to key &ldquo;selling points&rdquo; of using GSA Schedules.&nbsp; Specific comments and questions are provided below.</p><p>&nbsp;</p><ol><li>The notification poses an additional burden on small businesses by expanding new, formal proposal evaluation criteria.&nbsp; The notification states, <em>&ldquo;NOTE: Each sub-function under each SIN, requires the Completion of all (5) five factors of Section II Technical Proposal: (1) Factor One Corporate Experience, which requires a capability statement (2) Factor Two Relevant Project Experience, must show evidence of prior experience, (3) Factor Three past Performance, Specific professional labor rates should be assigned to each sub-function, (4) Factor Four Quality Control Plan, (5) Factor Five Data Security Plan and Contingency Plan&rdquo;. </em>&nbsp;It appears that GSA is now requiring agencies use an overall task order evaluation plan and criteria as identified in this paragraph.&nbsp; This is an added administrative burden.&nbsp; Additionally, the notification adds a new (i.e., a sixth) proposal requirement for an Employee Compensation Plan for all professional services.</li></ol><p>&nbsp;</p><p style="margin-left:.5in;">These expanded proposal and evaluation criteria will significantly increase costs for small businesses that possess limited resources for proposal development. &nbsp;This expanded requirement patently disadvantages small businesses relative to large businesses that can more easily address these requirements and absorb these increased costs.</p><p>&nbsp;</p><ol><li>The notification poses additional burden on small businesses by requiring restructuring and restatement of GSA Schedule price lists to reflect the new SIN requirements.&nbsp; The notification states, &ldquo;Vendors should update their GSA Price List, eBUY POC and Authorized Negotiator.&rdquo;&nbsp; The extent of this updating and the guidelines for doing the restructuring is not totally clear from the language included in the notification, but it appears that vendors who want to be able to compete for each of the 10 new added SINs will need to restructure and reorganize their price lists by listing and cross-walking existing, authorized labor categories and prices to each of the new SINs (or going through the arduous and lengthy process of qualifying for and adding additional labor categories to their Schedule price list).</li></ol><p>&nbsp;</p><p>Again, this restating requirement will significantly increase costs for small businesses that possess limited resources.&nbsp; This requirement patently disadvantages small businesses relative to large businesses that can more easily absorb these increased costs.</p><p>&nbsp;</p><ol><li>The 10 new SINs will diminish small business competition opportunities related to large business, thus contradicting the spirit and intent of rules and regulations for promoting and expanding small business opportunities.&nbsp; Now, when government agencies release solicitations under Schedule 738X utilizing the existing single SIN 595-21, offerors that possess a 738X Schedule Contract have flexibility to crosswalk Schedule labor categories to the agency&rsquo;s requested labor categories, so long as there is a logical fit and mapping.&nbsp; Most small businesses have far fewer labor categories for inclusion under each of the 10 new SINs than do large businesses.&nbsp; It seems likely that agencies will bias their solicitations and vendor selections toward those vendors with a broader array of labor categories, even though most small business Schedule holders are very capable of providing the required quality services now issued under SIN 595-21.&nbsp; This dynamic will further diminish small business contracting.</li></ol><p style="margin-left:.25in;">&nbsp;</p><ol><li>There does not appear to be any &ldquo;scaling&rdquo; of these new requirements depending on the expected size of the procurement.&nbsp; For example, many 738X solicitations are for 1, 2 or 3 FTEs, or for very short (e.g., 4 or 6 month) performance durations.&nbsp; To require the 5 point evaluation plan elements (plus a sixth: Professional Employee Compensation Plan) for these small dollar/short duration solicitations seems &nbsp;excessive and may well result in agencies not using the GSA schedule and finding less &nbsp;burdensome contacting vehicles.</li></ol><p>&nbsp;</p><ol><li>Will government agencies be required to release solicitations broken down by the new SINs?&nbsp; For example, now an agency can release a solicitation citing SIN 595-21 and cite labor categories that include Position Classification, Recruitment &amp; Staffing, Employee Relations, and Benefits Administration (each of these functions will soon be covered by a new SIN).&nbsp; Questions related to this dynamic:<ul><li><em>Will offerors be required to separately price each new SIN in their task order proposals (perhaps using unique Contract Line Item Numbers) under such circumstances?</em></li><li><em>If an offeror possesses, for example, 3 of the 4 SINs, will it be able to submit an offer on such a combined SIN solicitation?</em></li><li><em>How does an agency format and structure its solicitation if, for example, it requires a combined labor category that crosses SINs?&nbsp; For example, agencies often require &ldquo;Classification <strong><u>and</u></strong> Staffing Specialists&rdquo; (each specialty will soon be covered under two separate SINs), or &ldquo;Labor <strong><u>and </u></strong>Employee Relations Specialists&rdquo; (each specialty will soon be covered under two separate SINs)?&nbsp; Will such procurements require that offerors split pricing by SIN for combined labor categories that cross SIN lines?&nbsp; If so, this will require additional costs and administrative burdens on vendors.</em></li><li><em>Will this circumstance result in increased solicitation complexity, administrative burden, and costs for both agencies and the vendor?</em></li></ul></li></ol><p style="margin-left:1.0in;">&nbsp;</p><ol><li>The new requirement for a Security Plan and Contingency Plan for Safeguarding Personal Identifiable Information in the HR arena is vague and non-specific.<ul><li><em>What specific components will be required in this Security Plan?</em></li><li><em>What additional burdens, costs, and requirements will this new Security Plan requirement impose on (especially small business) vendors?</em></li><li><em>How will the government evaluate these Security Plans among vendors?&nbsp; Obviously, large businesses and some &ldquo;large&rdquo; small businesses will possess greater Security controls than most small businesses, even though the small business Security controls will satisfy the &ldquo;necessary and sufficient&rdquo; criteria to protect the government&rsquo;s interests.&nbsp; But if the government gives higher evaluation marks to the large businesses for unnecessary enhanced features, that will disadvantage small businesses (or &ldquo;small&rdquo; small businesses relative to &ldquo;large&rdquo; small businesses) thus diminishing small business competition.</em></li><li><em>The notification states that all proposals will require a Data Security Plan and Contingency Plan.&nbsp; But in most new SIN category descriptions, the notification also states, &ldquo;Performance and Data Security requirements are determined by the Customer Agency at the Task order Level.&rdquo;&nbsp; We do not understand if the new requirement for a Data Security Plan and Contingency Plan <u>is in addition to</u> the Data Security requirements at the Task order Level?&nbsp; Are these two additional requirements?&nbsp; If these are two separate requirements, then it appears to add an unnecessary duplicative burden upon vendors.&nbsp; Please clarify these two requirements.</em></li></ul></li></ol><p style="margin-left:1.0in;">&nbsp;</p><ol><li>Similarly, the requirement for a Professional Services Compensation Plan is vague and non-specific.<ul><li><em>Will this requirement follow the definition contained in FAR 52.222-46 &ldquo;Evaluation of Compensation for Professional Employees&rdquo;?</em></li><li><em>&nbsp;In our experience, agencies have rarely required Professional Services Compensation Plans as part of a GSA 738X Schedule proposal.&nbsp; However, in those extremely rare instances, and on some non-GSA procurements that require these Plans, these plans can sometimes run to 30 or 40 pages in length.&nbsp; This requirement will add to the administrative burdens of, particularly, small businesses.</em></li><li><em>Can the government be more specific about what it requires in these Professional Services Compensation Plans and devise an administratively friendly structure and process that is not onerous to vendors?</em></li></ul></li></ol><p style="margin-left:1.0in;">&nbsp;</p><ol><li>Historically, a strong &ldquo;selling point&rdquo; of using GSA Schedules, both for agencies and vendors, was that vendors were &ldquo;pre-qualified&rdquo; by GSA as having the required experience, expertise and performance history to provide the services stipulated in the Schedule.&nbsp; This was to help agencies in being able to shorten procurement lead times and their administrative burden, and help vendors to not have to submit the lengthy, burdensome proposals that are required for traditional procurements.&nbsp; In our experience, it already takes agencies 2 to 3 months, on average, to make an award, and these additional Security Plan and Compensation Plan requirements will likely extend the award timelines even further.<ul><li><em>This scenario weakens one of the key benefits of GSA Schedules while adding administrative costs to vendors, particularly small businesses.</em></li></ul></li></ol><p style="margin-left:1.0in;">&nbsp;</p><ol><li>It appears that GSA is intending to retain SIN 595-21. &nbsp;It appears that SIN 595-21 will be defined as it is in the notification and then 10 new SINs will be added with their own definitions.<ul><li><em>This structure was confusing to us and we wonder why GSA is not giving all future 738X SINs the same numerical structure, (for example, 595-21, 595-22, 595-23; or, 595-1, 595-2, 595-2, etc.).&nbsp; Why isn&rsquo;t SIN 595-21 being restated as 595-1?&nbsp; We believe a consistent numerical structure to all SINs going forward would be less confusing.</em></li></ul></li></ol><p style="margin-left:1.0in;">&nbsp;</p><ol><li>At the end of each new SIN description, GSA adds language such as this:&nbsp; <em>&ldquo;Sales Period: Oct 1, 2014 to Sep 30, 2015.&rdquo;</em><ul><li><em>Please explain the intent of this language.&nbsp; Will vendors be required to state sales for this period of time for each new SIN upon submission of the vendor&rsquo;s restated and restructured price list?&nbsp; If not, why did GSA include this nomenclature?</em></li></ul></li></ol><p style="margin-left:1.0in;">&nbsp;</p><ol><li>The notification states that existing GSA 738X Schedule vendors will be required to restate their price lists to align with the new SINs.<ul><li><em>Will vendors be permitted to use their existing labor categories and prices and realign those labor categories and prices under each of the new SINs, as applicable?</em></li><li><em>What will be the detailed GSA review and approval process related to the restated price lists before vendors are permitted to post their new price lists on GSA Advantage?</em></li></ul></li></ol><p>&nbsp;</p><p>Franklin Maxwell thanks GSA for the opportunity to comment on this new, sweeping Schedule 738X revision.&nbsp; For clarification or additional information related to this submission, please contact Mr. Paul Anderson, Vice President for Financial Management and Contracts, at 803-221-1037, or <a>panderson@franklinmaxwell.com</a>.&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p>
MAS Blogger
<p>1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; There are no &ldquo;expanded new formal proposal evaluation criteria&rdquo;. The criteria referenced have been in place for over 8 years.</p><p>2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Under the current MAS Schedule 738x contract, all vendors are required to update their price lists once per year.&nbsp; Vendors are required under the contract to ensure all their points of contact related to the contract are current and accurate.&nbsp; Current contract holders are not obligated to add any new SINs.</p><p>3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; All service categories defined by the new SINs were drawn from the original scope of SIN 595-21 and were pre-existing service categories under the SIN. Separating the service categories into discrete SINs supports and enhances the ability of small businesses to compete and obtain awards in as many service categories as they see fit.&nbsp; Customer agencies identify an opportunity with only ONE NAICS code.&nbsp; Small Businesses were previously not able to have more than one or two primary NAICS, thereby making it difficult to compete and to also be awarded task orders. The separation now allows customer agencies to host competitions in discrete service categories. This will allow small businesses to capture greater market share.</p><p>4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The Selection Criteria in the Schedule 738x Solicitation are independent of any criteria a customer agency chooses to use in their RFQs .The GSA Schedule selection criteria have been in place for many years and are for the initial award under the Schedule, not task or delivery orders from customers.</p><p>5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; GSA cannot determine how a customer agency will design its procurement. Vendors must follow agency-specific instructions outlined in each order-level RFQ. The proposed changes make it far easier for customer agencies to identify eligible firms and to identify specific services that will form their SOW.</p><p>OMB, OPM and DOL do not reference &ldquo;combined labor categories&rdquo;.&nbsp;&nbsp; There is no pricing model and no labor category description for &ldquo;combined labor categories&rdquo; in any GSA Schedule. This would be an &ldquo;Open Market&rdquo; anomaly and the vendor would be free to respond as it sees fit.</p><p>In any event, under the current MAS structure, there could be no schedule award made against &ldquo;combined labor categories&rdquo; unless, as part of its original eOffer or as part of an eMod, the vendor elected to add (and get approval of) such labor categories. Price reasonableness would be difficult if not impossible to determine in such a case.</p><p>6.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Quality Assurance Plans are required for all vendors applying for a professional services GSA Schedule contract. That is, any vendor who offers a service that captures PII in any manner, such as an Automated Resume Database, a Recruiting System, or a Payroll System must have a plan in place to safeguard the data. This is nothing new. GSA awaits new government-wide security requirements that are currently being formulated by OPM and other components of the Executive Branch.&nbsp; The vendor is required to provide whatever plan it has in place for commercial customers. Remember, MAS is a commercial acquisition platform. &nbsp;&nbsp;As a condition of competing for and becoming eligible for a contract award, vendors may be asked by the Customer agency to accept AT THE TASK ORDER LEVEL any performance and data security requirements it states. This has been a long standing practice in government procurement.</p><p>7.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; All Professional services vendors must have a Compensation Plan in place and submit it as part of its formal proposal in eOffer in response to the MAS solicitation. This is not a new requirement. This is a GSA requirement, not a government-wide requirement.&nbsp; The minimum contents of the plan are outlined in the MAS solicitation and GSA eOffer.</p><p>8.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Requirements for the MAS contract are separate from any requirements a customer agency may have. There is no redundancy.</p><p>9.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The final numerical structure has not been determined.</p><p>10.&nbsp;&nbsp; &nbsp;This nomenclature is embedded in the Solicitation structure and has no impact on vendors.</p><p>11.&nbsp;&nbsp; &nbsp;Vendors will be permitted to use their existing previously awarded labor categories and prices for any new SINs it may elect to add. New labor categories may also be added.&nbsp;</p><p>The Contracting Officer assigned to the current GSA Schedule 738x contract will review the Price List for approval and the contractor will be responsible to upload the Text File via the SIP File process. As previously stated, even if there are no changes to the pricelist, vendors are required to update the pricelist once per year.&nbsp;</p>
Important news, updates, and acquisition resources for the GSA Multiple Award Schedule (also referred to as the GSA Schedule and Federal Supply... More

Subscribe to get posts delivered straight to your inbox. 

Download the latest Industry Quarterly Newsletter for a summary of MAS updates.

  • jdavis_1959's picture
    jdavis_1959
  • znewman33's picture
    znewman33
  • RaeRevell's picture
    RaeRevell