December 1, 2016 Elizabeth Basso, Contract Specialist · 2018-02-27 · December 1, 2016 . Elizabeth Basso, Contract Specialist . Procurement Division . Department of Administrative

December 1, 2016

Elizabeth Basso, Contract Specialist Procurement Division Department of Administrative Services State of Connecticut Suite 1202 450 Columbus Blvd Hartford, CT 06103

Reference: NASPO/VALUPOINT MULTI-STATE COOPERATIVE: Information Technology Vendor Managed Service Providers. RFP 14PSX0338

Ms. Basso,

Computer Aid, Inc. (CAI) is pleased to provide a response to the State of Connecticut (Lead State) Department of Administrative Services requirement for IT Vendor Managed Services on behalf of the National Association of State Procurement Officers (NASPO) ValuePoint Cooperative Purchasing Program.

CAI has comprehensively addressed all the requirements presented by the Lead State and by NASPO ValuePoint throughout the solicitation documentation and Addenda 1 through 6.

Our proposal provides a cost effective solution for IT Vendor Managed Services. As a large organization with more than 35 years of experience, we fully believe that we have the knowledge, resources, and financial capability to support a nation-wide program.

As Vice President, I am legally authorized to commit CAI contractually. A copy of the Board Resolution (Appendix 6) confirming this ability has been uploaded to BizNet along with our response and other supporting artifacts.

We look forward to supporting the Lead State and NASPO ValuePoint and welcome the opportunity to discuss our proposal and capability as you evaluate our solution.

Yours sincerely,

James P. Cooney Vice President Computer Aid, Inc.

High Productivity • Fixed Price • On Time • Within Budget • Defined Processes • Metrics

Attachments:

I. CT NASPO ValuePoint Proposal CAI

II. RFP Attach 1 StateCT Contract Redline CAI

III. RFP Attach 2 Mandatory Bus Quest CAI

IV. RFP Attach 3 Mandatory Tech Quest CAI

V. Statement of Quals DAS-14 CAI

VI. Appendix 1 Bus Continuity Plan CAI

VII. Appendix 2 Ins Summary CAI

VIII. Appendix 3 Gen Liability Ins CAI

IX. Appendix 4 Supplier Affidavits CAI

X. Appendix 5 Audited Financials CAI

XI. Appendix 6 Board Resolution CAI

XII. Appendix 7 Corp Financial Info CAI

XIII. Appendix 8 System Listed Rpts CAI

XIV. Appendix 9 Implementation Plan CAI

XV. Appendix 10 Detailed Supplier Outreach CAI

XVI. Appendix 11 Detailed Transition Plan CAI

XVII. Appendix 12 Frequently Used Reports CAI

XVIII. Appendix 13 Sample SLA CAI

XIX. Appendix 14 PF VMS Example Train Guide CAI

XX. Appendix 15 Workforce Expertise CAI

XXI. Appendix 16 PF VMS Example Train Guide Redact CAI

XXII. Appendix 17 Articles Incorp CAI

XXIII. Appendix 18 Example Quarterly Report CAI

XXIV. Appendix 19 PF-VMS Reports List CAI

XXV. Addenda 1 – 6

High Productivity • Fixed Price • On Time • Within Budget • Defined Processes • Metrics

STATE OF CONNECTICUT – DEPARTMENT OF ADMINISTRATIVE SERVICES

NASPO/ValuePoint Multi-State Cooperative: Information Technology (IT) Vendor Managed Service Providers

Date to Submit: December 1, 2016

Time to Submit: 2 :00 P.M. ET

Proposal Response

RFP Number 14PSX0338

State of Connecticut – Department of Administrative Services

NASPO/ValuePoint Multi-State Cooperative: IT VMS Providers

RFP #14PSX0338

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Proposal Response

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Table of Contents

Cross Reference to Scope of Services ....................................................................... vi

1 Executive Summary ........................................................................................ 1

2 Rates, Fee, Placement, Costs ......................................................................... 2

3 Business Proposal .......................................................................................... 3

4 Technical Response........................................................................................ 4

4.1 Assessment of Work to be Performed ................................................................. 4

4.1.1 Providing Qualified Personnel .................................................................. 5

4.1.2 Performance Expectation ......................................................................... 5

4.1.3 Reporting and Tracking ............................................................................ 6

4.1.4 Managing the Relationship and Account .................................................. 6

4.1.5 Using Technology to Standardize the Process ......................................... 7

4.1.6 Consolidated Business Processes ........................................................... 7

4.1.7 Operational Support ................................................................................. 7

4.1.8 Small and Minority Business Participation ................................................ 8

4.2 Ability and Approach ............................................................................................ 8

4.2.1 Why Should the Lead State Choose CAI? ............................................. 11

4.2.2 CAI Account Management ..................................................................... 15

4.2.2.1 Building a Presence in the Lead State .......................................... 15

4.2.2.2 Account Management Team ......................................................... 16

4.2.3 Candidate Selection ............................................................................... 17

4.2.3.1 Background Checks ...................................................................... 24

4.2.3.2 Right to Represent ........................................................................ 27

4.2.4 Operations Support and Help Desk ........................................................ 28

4.2.4.1 Help Desk ..................................................................................... 29

4.3 Understanding of Performance Expectation ...................................................... 29

4.3.1 Metrics ................................................................................................... 30

4.3.2 Service Level Agreements ..................................................................... 31

4.3.3 Reporting ............................................................................................... 35

4.3.3.1 Delivery ........................................................................................ 36

4.3.3.2 Summary Sales Data .................................................................... 36

4.3.3.3 Detailed Sales Data ...................................................................... 36

4.3.3.4 Quarterly Executive Review .......................................................... 36

4.3.3.5 Monthly Reports ........................................................................... 38

4.3.3.6 Ad-Hoc Reports ............................................................................ 40

4.3.3.7 Subcontractor Reporting Metrics ................................................... 41

4.3.4 Quality Assurance .................................................................................. 41

4.3.4.1 Candidate Quality ......................................................................... 41

4.3.4.2 Quality of Work ............................................................................. 42



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4.3.4.3 Additional Quality Control Measures ............................................. 42

4.4 Options and Alternatives ................................................................................... 43

4.4.1 Non-IT Contingent Labor Services ......................................................... 44

4.4.2 Financial Services Support .................................................................... 44

4.4.3 Support for Statement of Work Processing ............................................ 45

4.4.4 Small Business Enterprise Services ....................................................... 46

4.4.5 Support for Contingent Labor Topics and Risk Management ................. 47

4.4.6 Project Management Training for Lead State Users ............................... 48

4.5 A Web-Based Solution ...................................................................................... 49

4.5.1 VMS Deployment ................................................................................... 51

4.5.2 Subcontractor Management ................................................................... 52

4.5.2.1 Managing Subcontractor Network ................................................. 52

4.5.2.2 Subcontractor Enrollment and Agreements .................................. 53

4.5.2.3 Transition of Existing Contactors .................................................. 54

4.5.2.4 A Commitment to Small/Minority Enterprise Subcontractors ......... 55

4.5.2.5 Mentoring Subcontractors ............................................................. 56

4.5.3 Training Program Staff and Subcontractors on the VMS ........................ 57

4.5.4 Centralized Billing and Payment ............................................................ 59

4.5.4.1 Timesheets ................................................................................... 59

4.5.4.2 Invoicing ....................................................................................... 60

4.6 Attachment 3, Mandatory Technical Questionnaire............................................ 62

4.7 VMSP Implementation ....................................................................................... 63

4.7.1 Implementation Plan .............................................................................. 63

4.7.1.1 VMSP Implementation Planning (3 weeks) ................................... 64

4.7.1.2 VMSP Implementation Execution (5 weeks) ................................. 65

4.7.1.3 Implementation Team ................................................................... 66

4.7.1.4 Rolling out PeopleFluent® VMS ..................................................... 67

4.7.1.5 Reporting Status ........................................................................... 68

4.7.1.6 Selecting Resources for Transition ............................................... 68

4.7.2 Implementation Schedule ....................................................................... 71

4.8 Disaster Recovery ............................................................................................. 72

4.8.1 PeopleFluent® VMS ............................................................................... 72

4.8.2 Computer Aid’s Accounting System – DAX ............................................ 72

4.8.3 CAI’s Email System – MS Exchange/Outlook ........................................ 73

5 Confidential, Protected or Proprietary Information .................................... 74

6 Contract Document ....................................................................................... 75

6.1 NASPO ValuePoint Contract Statement of Compliance ..................................... 75

6.1.1 Insurance ............................................................................................... 75

6.1.2 NASPO ValuePoint Administrative Fee and Reporting Requirements .... 75

6.1.3 NASPO ValuePoint eMarket Center ....................................................... 75

6.1.4 Lead State Terms and Conditions .......................................................... 76

6.1.5 Participating State Terms and Conditions .............................................. 76



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6.1.6 Promotion of the NASPO ValuePoint Contract ....................................... 76

7 Redacted Proposal Response ...................................................................... 79



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Table of Figures

Figure 1: CAI’s Vendor Management Experience – the Results are in the Numbers ...... 9

Figure 2. Features and Benefits of a CAI VMSP Program ............................................ 14

Figure 3: CAI Implementation and Account Management Team .................................. 16

Figure 4: Lifecycle of a Requisition ............................................................................... 19

Figure 5: Create a Requisition: Starting with Selection of Job Category ....................... 21

Figure 6: Create a Requisition: User Prompts .............................................................. 21

Figure 7: Requisition Summary Screen ........................................................................ 21

Figure 8: CAI Background Check Process ................................................................... 24

Figure 9: Background Check Detail Screen .................................................................. 26

Figure 10: PeopleFluent® Candidate Compliance Window ........................................... 27

Figure 11: Right to Represent Sample Email ............................................................... 27

Figure 12: Right to Represent Control Process ............................................................ 28

Figure 13: CAI Proposed Performance Metrics ............................................................ 31

Figure 14: Summary of CAI's Performance against VMSP Contract SLAs ................... 34

Figure 15: Benefits of Total Transparency .................................................................... 35

Figure 16: Quarterly Executive Review Topics ............................................................. 38

Figure 17: Sample Overview by Supplier (Spend) Report ............................................ 39

Figure 18: Sample Overview by Supplier (Engagements) Report ................................. 39

Figure 19: Sample Engaged Candidate Report ............................................................ 39

Figure 20: Sample PO Audit by Line Item .................................................................... 40

Figure 21: Sample Supplier Dashboard........................................................................ 41

Figure 22: Interview Options - Create Requisition Screen ............................................ 42

Figure 23: Example - Elements of Wage-Based Rate Setting ...................................... 43

Figure 24: Project Time and Materials Process ............................................................ 46

Figure 25: Partial example of ACA report ..................................................................... 47

Figure 26: PeopleFluent® VMS 'Home Page' ................................................................ 50

Figure 27: Supplier Pool Management ......................................................................... 53

Figure 28: Candidate Supply Chain using an Open Network ........................................ 54

Figure 29: Pre-established Supplier Network ............................................................... 56

Figure 30: Sample VMSP Contract Portal .................................................................... 57

Figure 31: Financial Workflow designed to support Small Business ............................. 59

Figure 32: Timesheet Process for the Lead State ........................................................ 60

Figure 33: Approach to Transition Existing Resources ................................................. 70

Figure 34: Lead State Implementation Schedule .......................................................... 71

Figure 35: Marketing the NASPO/ValuePoint IT VMSP ................................................ 77



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Cross Reference to Scope of Services Computer Aid, Inc., has followed the proposal format instructions and responded to all requirements as identified in Proposal Requirements (RFP, Pg.19). However, to demonstrate our coverage of all requirements to the Department of Administrative Services (DAS) we have developed the following cross reference where we have addressed Scope of Services (RFP, Pg.9-13) requirements throughout the proposal.

Requirement Reference

Description Section

Scope of Services. Pg. 9

This procurement is seeking Proposals to supply an end to end VMS technology System (“System”) that would provide the following:

• Increasing the overall quality and speed of IT Professional needs.

• Implementation and configuration of a web based System to provide coverage for Participating Entities.

• A production ready system to centrally capture and manage Contract spend. This may also include the need to share data with the Participating Entities’ systems.

• IT Professional search and recruitment, including specialized and niche IT areas.

• Adding value in the areas of IT Professional procurement and utilization.

• Reducing costs associated with IT Professional engagements and management.

• Minimizing the time spent engaging IT Professionals and ensuring compliance with the Participating Entities’ policies and procedures.

• Developing processes and policies that ensure compliance with legal, statutory, and regulatory requirements.

• Tracking, monitoring, and managing Contractor Parties performance.

4.2 Ability and Approach, page

8



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Description Section

• Obtaining reporting that will help with budgeting and visibility into IT Professional spend.

• Contractor(s) shall deliver to Participating Entities a Vendor Neutral System that must include any or all of the following through a customized automated interactive and user-friendly web based system that meets or exceeds the processes, components, and attributes described in this RFP:

• Recruitment and performance oversight of IT Professionals;

• Statement of Work (SOW) completion, approval and transmission to Contractor

• SOW distribution to Contractor Parties for IT Professional availability and cost savings

• IT Professional candidate resume submission and selection

• IT Professional candidate ranking methodologies

• Scalability and flexibility to unique Participating Entities’ needs

• Timekeeping, Invoicing and oversight of such

• Reporting (standard and ad hoc)

• On-line search and query functions

Scope of Services. # 1. Pg. 9

The selected Contractors shall build separate VMS programs in each Participating Entity with the option for on-site account management.

4.5 A Web-Based Solution,

page 49


Participating Entities may require the Contractors to meet minority and women’s business enterprises commitments throughout the life of the Contract.

4.5.2.4 A Commitment to Small/Minority

Enterprise



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Description Section

Subcontractors, page 55


The Contractors must disclose any and all financial interests with any of its Contractor Parties. Participating Entities may reserve the right to include affiliated Contractor Party participation in Contractors total participation aggregate.

Attachment_2_ Mandatory_ Business_

Questionnaire


The Contractors shall notify all Contractor Parties of each opportunity in order to provide a fair and equitable opportunity for all Contractor Parties to provide it services. If the Participating Entity’s hiring manager requesting the services prefers, he/she may request and be provided all resumes submitted by Contractor Parties to determine the best fit for the position.

4.5.2.1 Managing Subcontractor Network, page

52


To the extent that existing Contractors are in place within a State, the Contractors shall assist Participating States transition existing Contractors and IT Professionals to their VMS for continuity purposes.

4.7.1.6 Selecting Resources for

Transition, page 68


The Contractors shall be liable for the work and actions of any Contractor Party used to fulfill contractual obligations.

4.3.1 Metrics, page 30


Participating Entities may require the proposed System integrate with Oracle/People Soft or other financial systems as set in place.

4.5.1 VMS Deployment,

page 51


This Contract requires Contractors complete a Background Check on all IT Professionals prior to recommendation. Refer to Attachment 6 for definition and requirements.

4.2.3.1 Background

Checks, page 24


The table below provides a minimum set of service levels that the Contractor must meet or exceed throughout the life of the Contract in order to remain in good standing. A high-level process will be utilized throughout the life of the Contract to ensure that Contractors are providing the service levels as

4.3.1 Metrics, page 30

4.3.2 Service



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Description Section

required to all Participating Entities. Contractors will be required to contribute regularly through this process in a variety of ways. The Contractors shall meet periodically at the request of the Lead State and the NASPO ValuePoint Sourcing Team for Contract discussions. The Contractors will have the opportunity to provide the Lead State and the NASPO ValuePoint Sourcing Team with suggestions on how to improve its own processes relating to IT Professional services.

a) A scorecard will be developed by the NASPO ValuePoint sourcing team for each Contractor, which will include the minimum performance metrics and threshold required. It is expected that the final service levels agreed upon by the Contractors will be higher than these proposed minimum requirements.

b) Contractors shall submit to individual State contract coordinators monthly, electronic reports showing performance metric, performance target for the applicable state and the associated data used to determine the performance indicators. Contractors shall submit to each individual member of the NASPO ValuePoint sourcing team a monthly report showing performance metrics, performance targets and associated data for all Participating Entities.

c) The State’s contract coordinators will score the Contractor monthly over the initial 12 month period from start date of the Contract and quarterly thereafter. Scoring shall be based on the performance metrics report, the Contractor’s ability to exceed the metrics and feedback received by the State’s contract coordinator from Participating Entities.

d) If any service deficiencies are identified across the Contract or the minimum thresholds are not met, the following actions will be implemented by the Lead State to ensure that the level of service improves.

1. A discussion will take place between the Contractor representatives

Level Agreements,

page 31



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Description Section

and the Lead State. The Contractor will be given a warning, and a plan will be developed to improve on the problem areas within two (2) months.

2. If after the two months the minimum thresholds are not met, the Contractor will be placed on probation, and given three (3) months to improve their overall service score.

3. If within the three (3) month probationary period the minimum thresholds are not met, the Contractor(s) will be required to give a three percent (3%) rebate on the month’s revenue back to each agency which has provided revenue to the Contractor and the Contract may be terminated.

4. Should this process occur more than two times throughout the life of the contract, this may be cause for the Lead State to terminate the Contract.

Performance Metric

Goal PerformanceTarget

Description Calculation Frequency of Review

Requisition Confirmation Response time

4 business hours

92% or higher

Measures average response time from receipt of request

Number of requisitions which received

monthly

Resume Submittal Response time

4 business days

92% or higher

Measures average response time from receipt of request to delivery of first

Number of requisitions which received first batch of resumes for

monthly

Normal Fill Rate

N/A 92% or higher

Measures Contractor's ability to satisfactorily fulfill requisitions:

Total number of filled positions at month end / total number of requisitions that

monthly

Normal Round 1 Fill Rate

N/A 80% or higher

Measures Contractor's ability to satisfactorily fulfill requisitions

Total number of filled positions resulting from the first round of resumes / total

monthly



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Description Section

Urgent Flagged Submittal Response Time

2 business days

92% or higher

Measures average response time from receipt of URGENT request to delivery

Number of URGENT requisitions that received first batch of resumes for

monthly

Urgent Fill Rate N/A 92% or higher

Measures Contractor's ability to fulfill requisitions:

Total number of URGENT filled positions at month end / total number of

monthly

Urgent Round 1 Fill Rate

N/A 90% or higher

Measures Contractor's ability to fulfill requisitions within first round of

Total number of URGENT filled positions resulting from the first round of resumes / total

monthly

Attrition Rate N/A 8% or lower Measures resource turnover due to unplanned situations that are

not caused by the

Number of unplanned turnovers / total number of resources.

monthly

Performance Removal

N/A 5% or lower Measures resource turnover due to inadequate

Number of turnovers (due to inadequate performance) / total

monthly

Offering Opportunity to the Network

N/A 30% or higher

Measure of how many resource resumes, provided to the State after

Total number of resumes provided to the State from subcontractor

monthly

Usage of Network

N/A 90% or higher

Measure of how many subcontractor

Number of subcontractor resources selected

monthly

Customer Service Survey Results

Monthly survey of the satisfaction of the agency requestor with the resource(s) placed at that agency by the Contractor. Survey will highlight positive and negative points about the Contractor's processes and resources in order to identify areas for improvement. The State Contract Manager will

Scope of Services. # 10. Candidate Selection. Pg. 12

Participating Entity will request resources through the Contractor’s web-based System. Contractors shall provide one or more resumes for PE review and candidate selection. The PE shall determine the number of resumes

4.2.3 Candidate Selection, page

17



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required at the time of the request.

a) Participating Entities will have the opportunity to conduct skills assessments (phone interviews, face to face interviews, capabilities tests, etc.) of the candidates they choose from the Contractor’s Account Manager-provided group of resumes. If the Participating Entity end user conducts a skills assessment and determines that the candidate will not meet the skill requirements of the position, the Participating Entity end user will reject the candidate and request another batch of resumes from which to choose another candidate.

b) If a second group of resumes is provided, and no resumes within the group meet the requirements as stated in the requisition and clarified in the re-order process, the Participating Entity end user shall return the resumes to the Contractor and notify their State’s Contract Coordinator.

c) If a candidate begins work for a particular Participating Entity, and the Participating Entity determines within the first week (five (5) business days) that the candidate does not have the skills or capabilities necessary to complete the job as requested in the original requisition or SOW, the Participating Entity may request that the candidate be replaced immediately, and the Participating Entity shall not pay for the work conducted by the unacceptable candidate. The Participating Entity shall also require that the replacement candidate be provided at no charge for the first five (5) days of work after replacing an inadequate resource. The PE shall notify their State’s Contract Coordinator.

Scope of Services. # 12. Pricing Structure. Pg. 12

The pricing model for the resulting Contract will be based on an all-inclusive VMS Fee. The VMS Fee shall be inclusive of all other costs and is the only payment the Contractor shall receive. Proposers shall submit the fee as a fixed hourly rate. Contractors shall not assess the VMS fee on authorized expenses (i.e. travel, education, etc.). Only billable hours worked by consultants will be subject to the VMS Fee.

2. Rates, Fee, Placement, Cost, page 2

Attachment_4_ Product_



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Description Section

The Contractor will invoice the PE directly for the work performed, under the established rate caps set forth in the Price Schedule. At the same time, the Contractor shall pay the supplier, less the VMS Fee. Contractors shall not delay supplier payment based on PE’s payment of invoice.

Pricing_CAI

Scope of Services. # 11. Delivery. Pg. 12

Delivery shall be per the final Contract Deliverables Document.

The Contractors will be allowed a sixty (60) day grace period during the implementation phase of the Contract to ramp up services, without scoring on the performance metrics. After the sixty (60) day grace period, tracking of the performance metrics will begin.

a) The first report shall be due by the Contractors to the Lead State one (1) month after the grace period ends. Subsequent Reports shall be as required in the final Contract Deliverables Document, or at the request of the Department.

4.3.3.1 Delivery, page 36

Scope of Services. # 13. Reports. Pg. 13

Contractors shall provide the following NASPO Value Point reports. Additional reports may be required as identified by a Participating Entity.

1. Summary Sales Data

The Contractors shall submit quarterly sales reports directly to NASPO Value Point using the NASPO Value Point Quarterly Sales/Administrative Fee Reporting Tool found at http://www.naspo.org/WNCPO/Calculator.aspx . Any/all sales made under the Contract must be reported as cumulative totals by state. Even if Contractors experience zero sales during a calendar quarter, a report is still required. Reports are due no later than thirty (30) days following the end of the calendar quarter (as specified in the reporting tool).

2. Detailed Sales Data

Contractors shall also report detailed sales data by:

4.3.3.2 Summary Sales Data, page

36

4.3.3.3 Detailed Sales Data, page

36



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(1) state;

(2) entity/customer type, e.g. local government, higher education, K12, non-profit;

(3) Purchasing Entity name;

(4) Purchasing Entity bill-to and ship-to locations;

(5) Purchasing Entity and Contractor Purchase Order identifier/number(s);

(6) (Purchase Order Type (e.g. sales order, credit, return, upgrade, determined by industry practices);

(7) Purchase Order date;

(8) Ship Date;

(9) And, line item description, including product number if used.

Reports are due on a quarterly basis and must be received by the Lead State and NASPO Value Point Cooperative Development Team no later than thirty (30) days after the end of the reporting period. Reports must be delivered to the Lead State and to the NASPO Value Point Cooperative Development Team electronically through a designated portal, email, CD-ROM, flash drive or other method as determined by the Lead State and NASPO Value Point. Detailed sales data reports must include sales information for all sales under Participating Addenda executed under the Contract. The format for the detailed sales data report is in shown in Attachment 7.

3. Contractors shall provide the NASPO Value Point Cooperative Development Coordinator with an executive summary each quarter that includes, at a minimum, a list of states with an active Participating Addendum and a statement related to the Contractors being in any negotiations with any potential Participating Entity roll out or



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Description Section

implementation activities and issues. NASPO Value Point Cooperative Development Coordinator and Contractors will determine the format and content of the executive summary. The executive summary is due thirty (30) days after the conclusion of each calendar quarter.

4. Timely submission of these reports is a material requirement of the Contract. The recipient of the reports shall have exclusive ownership of the media containing the reports. The Lead State and NASPO Value Point shall have a perpetual, irrevocable, non-exclusive, royalty free, transferable right to display, modify, copy, and otherwise use reports, data and information provided under this section.



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1 Executive Summary RFP Reference: Pg19. §1. Executive Summary

List the individual and contact information for communications regarding this RFP. List the individual and contact information for the person legally authorized to contractually commit the company. The one or two page executive summary is to briefly describe the Proposal. This summary should highlight the major features of the Proposal. It must indicate any requirements that cannot be met by the Proposer. The Lead State should be able to determine the essence of the Proposal by reading the executive summary. Offeror shall indicate in their Proposal that they have read and understand all the requirements shown Lead State Terms and Conditions. Offerors shall submit a statement that they understand they may be required to negotiate these additional terms and conditions when executing a Participating Addendum.

Computer Aid, Inc. (CAI) is a privately owned Pennsylvania company, established in 1981. Over the last 35 years, much of the growth of our organization has been based on the successful implementation of IT vendor managed services and staff augmentation programs across state and local, Federal, and commercial organizations. We provide a positive economic impact to the communities we serve through our Contingent Labor programs; we enable local suppliers and vendors who are important to local economic growth. Today we are a $592M organization with 3,500 associates performing tasks across the United States. As an organization primed to support this contract, CAI has 24 offices in 21 cities nationwide, and is registered to conduct business in 45 states. As a large organization we have the financial ability and resources to implement multiple regions on award, therefore we are bidding our solution across all regions.

CAI has provided a comprehensive solution to the requirements of the State of Connecticut’s Department of Administrative Services (known as the Lead State throughout the response) and to NASPO ValuePoint. We are a successful IT Vendor Managed Service Provider (VMSP), having helped establish the first managed service provider model with the Commonwealth of Pennsylvania in 2004. Since that time we have continually refined and improved the model so that we are able to deliver a market leading solution with few rivals. CAI is able to meet all requirements of the RFP and subsequent amendments noted in Addenda 1 - 5.

Our solution is based on the PeopleFluent® Vendor Management System (VMS) with which we have had great success across multiple VMSP engagements. We provide an open enrollment, full-service model, upheld by experience and lessons learned over 12 years of implementing VMSP programs. We offer a vendor-neutral solution and ensure small and minority business participation exceeds goals. We have established the fundamental attributes that define our commitment to quality and best practice as a VMSP.

Management Capability

We have clearly addressed the management capability requirements laid out by the Lead State and NASPO ValuePoint. Our Candidate Selection (page 17) and Background Checks (page 24) process is clearly defined and aids our suppliers in their search. CAI offers an extended resource Warranty Period to 10 days, providing extra time to assess a resource’s capability and experience. We have addressed the Right to Represent (page 27) a key quality control factor in managing resources and who has the right to represent them to a client. Performance Expectations (page 5) define the success of our service. We have tailored our approach to be responsive, identifying metrics and service levels with which we can grow the service. CAI’s



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VMSP model promotes transparency into every aspect of our services and solution through our Reporting (page 35) capability. We provide reports for all aspects of our service reporting on more than just our service level agreements (SLAs), offering detailed insight to stakeholders.

Successful Track Record

CAI has multiple contracts that exceed the size, scope, and complexity of the Lead State’s VMSP requirement. CAI has implemented 10 VMSP programs nationwide. We have filled more than 18,500 engagements and achieved more than 90% first round placements, resulting in $338M revenue to targeted suppliers. VMSP contracts are described in DAS 14 Statement of Certifications.

Account Management Team

CAI’s personnel, with more than 45 years of combined account management experience, have been with the company since the first managed service provider program was implemented in 2004. They bring unparalleled knowledge, experience, relationships, and familiarity which other vendors cannot meet.

Vendor Management System

The proposed VMS, PeopleFluent®, is a tried and tested software application that CAI has used for over 12 years in all of our VMSP accounts. It is a cloud-hosted product that reduces security risks to the Lead State’s data. It is easily configurable and provides a wealth of data that can be used for reporting progress.

Small and Minority Enterprise Participation

Our proposal includes identified suppliers prior to contract award. We offer open enrollment for all suppliers making it easy to on-board and participate. Our Tier 1 suppliers are principally small, woman-owned, minority, or disabled veteran-owned small business. We come ready to support work requests from Day 1 with no delays in building a supplier pool.

Competitive Rates Targeted for the Lead State and Regions

We propose a pricing model using research data gathered by the Economic Research Institute (ERI) that is competitive and realistically reflects local labor compensation requirements across the regions and states.

Implementation

CAI’s Implementation Plan, page 63, is finely honed. We currently maintain seven state managed supplier contracts; and our implementation plan has been refined and enhanced across 10 successful state implementations.

Points of Contact

Ms. Ellen Sigl Director, Public Sector Contingent Labor Tel. 717-979-1351 Email: [email protected]

Mr. Jim Cooney Vice President, State & Local Government Tel. 717-651-3075 Email: [email protected]

• CAI confirms that it has read and understands the terms and conditions proposed by the Lead State. A redline version has been appended to this document as requested which includes minor comments and no exceptions for review.

• CAI confirms that it understands that terms and conditions of additional states will be negotiated when executing Participating Addendums on a case by case basis.



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2 Rates, Fee, Placement, Costs RFP Reference: Pg19. §2. Attachment 4, Rates, Fee, Placements, Costs

Cost will be evaluated independently from the technical proposal. Attachment 4 must be submitted as a separate document, labeled Product & Pricing Schedule. Enumerate all costs in Attachment 4.

Includes:

• VMS Service Fees

• On Site Hourly Rates

• Placement History

Directions for completing the Worksheets are found on each tab. The administrative percentage(s) quoted by the Proposer must remain fixed during the term of the Contract unless the fee is reduced.

CAI has submitted Attachment 4, Rates, Fee, Placement, Costs as a separate attachment via the BizNet portal.

The document is labeled:

• RFP_Attachment_4_Product_Pricing_CAI

CAI’s proposal is based on the premise that the only fee CAI will earn is the VMS fee. The VMS fee is inclusive of all costs and will be submitted as a fixed hourly rate in each instance.

CAI will invoice the Lead State and any Participating Entities (PE) under the program directly for any hours worked. In turn, CAI will pay our suppliers the billed amount less the VMS fee.



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3 Business Proposal RFP Reference: Pg. 19. §3. Business Proposal

This section should constitute the Business response of the proposal and must contain all identified documents.

• Attachment 2, Mandatory Business Questionnaire

• Financials, etc. as requested

CAI has responded in entirety to the Mandatory Business Questionnaire and we have uploaded it as requested. Additional financial information has also been uploaded as requested and listed below. We have referenced proposal sections where appropriate to retain consistency in response.

The file is labeled:

• RFP_Attach_2_Mandatory_Bus_Quest_CAI

The additional financial information includes the following documents:

• Appendix_1_Bus_Continuity_Plan_CAI

• Appendix_2_Ins_Summ_CAI

• Appendix_3_Gen_Liability_Ins_CAI

• Appendix_5_Audited_Financials_CAI

• Appendix_6_Corporate_Resolution_CAI

• Appendix_7_Corp_Fin_Info_CAI



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4 Technical Response RFP Reference: Pg. 19. §4. Technical Response

This section should constitute the Technical response of the proposal and must contain all identified documents:

• A complete narrative of the Offeror's assessment of the work to be performed

• The Proposer’s ability and approach

• A demonstration of the Proposer’s understanding of the desired overall performance expectations and

• Any options or alternatives proposed.

• Include a complete narrative on the Proposer’s web based solution, along with screen shots.

• Attachment 3, Mandatory Technical Questionnaire, including any requested documentation.

• Implementation Plan

• Disaster Recovery Plan

4.1 Assessment of Work to be Performed RFP Reference: Pg. 19. §4. Technical Response ¶ 1. A complete narrative of the Offerors assessment of the work to be performed

The State of Connecticut DAS has set the goal of redefining and streamlining the way it procures contingent IT professionals so that it can provide a better, value-driven process for its customers. To achieve this goal, DAS has partnered with the National Association of State Procurement Professionals (NASPO) who have expertise in public cooperative contracting. This approach, with the State of Connecticut (Lead State) acting as the Lead State of the NASPO ValuePoint program, has the potential to provide significant benefits from their combined purchasing power; including a national reach to IT professionals; a standardized recruitment and on-boarding process; potential economic growth for the small- and minority-owned business communities; on time supplier payments; transparency into the resulting program’s performance management for the VMSP as well as the enrolled suppliers; and proven VMS tools that are stable and well-supported.

CAI understands that the Lead State is looking for an end-to-end solution that allows it to benefit from a modern, streamlined process which provides transparency via performance metrics and reporting requirements on the VMSP. On-boarding to the VMSP via the Participating Entity Addendum will enable additional states and public sector organizations to utilize the powers of the cooperative purchasing agreement. These will be negotiated under their own specific terms and in accordance with the overall program terms. With 19 states already indicating their willingness to participate, the Lead State and NASPO are leading the way with contemporary approach to managing the recruitment of contingent IT professionals on a country-wide basis. During the three year period of performance, CAI will work with NASPO and the Lead State to actively market the Contract to new states. As the aggregate number of states using the program grows, financial returns may improve; costs are driven down and performance improves.



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For the program to succeed and bring real benefit across the state procurement community, the IT VMSP Provider program has distinct goals it needs to address. These goals are driven by the challenges facing public sector organizations in the IT industry. In addressing these challenges through a VMSP program they will have a robust and stable solution that can be rolled out to new PEs.

4.1.1 Providing Qualified Personnel

The proposed program includes a rigorous and formal candidate evaluation and selection process which will bring consistency to how a candidate is selected and evaluated. Without a VMSP, the responsibility is on the staff of the Lead State to perform the majority of tasks and drive the process; this has the potential to be different with each engagement. A non-centralized approach may lack standard operating procedures which make it difficult to follow processes to insure candidate quality and consistency in the timing of the process.

The solution includes the use of proven VMS software that brings the ability to reduce labor effort for State users as well as participating suppliers. It facilitates process steps, and quality control check points are met before an engagement is finalized. It also enables the transparency needed to measure the performance of the VMSP and the program itself through the reporting functions of the VMS. A user-friendly technology driven process addresses this inconsistency quickly and can be measured via first round hire metrics and staff retention or replacement metrics.

The current process sees the Lead State working with each supplier independently, which in this instance means the Lead State engaging with multiple suppliers for requisition; repeating information and requirements; establishing the interview process multiple times – often in differing formats; and evaluating multiple resumes that may not have been checked for accuracy, background check requirements, or had certifications verified. This decentralized approach adds significant risk to the evaluation and selection process and means that should a mistake be made or a piece of information is overlooked, the Lead State suffers lost time and money through lost candidates or inaccurate placements. This decentralized approach may restrict the ability to manage cost and candidate quality. In each instance the cost to recruit differs, even for the same position type. It may be difficult to set budgets and predict start dates knowing that the hiring process is difficult to measure. A decentralized approach also raises the question of whether the Lead State is getting best value for money when making a contingent hire due to inconsistencies in rates, skills, and position description in each instance. A defined, repeatable process allows the return on investment to be better understood.

CAI understands that the Lead State is looking to improve upon the process to provide qualified, capable, and professional personnel. The Lead State is looking for the implementation of an automated system, with features that control, regulate, monitor, and inform on the requisition as it moves through each stage of the recruitment process. This will alleviate the time and resource constraints currently being placed on the Lead State by the existing process.

4.1.2 Performance Expectation

NASPO ValuePoint is built on performance data as a key selling point. The greater the success of any given program, the more likely new organizations will participate in that program. The proposed IT VMSP program is no different. Performance and quality management provides the Lead State and NASPO visibility into how well the Contractor is performing. A strong



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performing Contractor means the program is successful and this can be used to market the program to other states. CAI understands that the Contract will require detailed reporting metrics and strong SLAs that can clearly describe the Contractor’s performance at any given time. This information is required to be available via the implemented VMS system, as well as supported by additional reporting as and when required.

4.1.3 Reporting and Tracking

CAI understands that at present there is limited reporting and tracking functionality available to the Lead State. This lack of reporting and tracking as requirements pass through the ‘system’ limits the Lead State’s understanding of what point they are at in the process; how effective the process is; from where the challenges are coming; how effective their current suppliers are; what value they are gaining; limited metrics gathered from data trends and analysis; as well as the use of historical information to develop a better service. The role of the new Contractor will be to rectify this missing information through the implementation of a VMS tool and accompanying solution that can provide real time reports and metrics that provide an immediate view of progress for one engagement or aggregated data showing metrics over a period of time. This complete transparency allows the Lead State to understand the value they are gaining from outsourcing services.

CAI believes that the Lead State is missing the benefits of historical information and reporting. These activities allow the Lead State to gather data that provides insight into trends and changes within the market place. Such data might identify reduction in available skill sets therefore predicting an increase in pay rates or, more importantly, increased time to find that skill, both of which have a potential impact on the success of a project within the Lead State or participating state. It is CAI’s assessment that at present such historical information is not fully available or presented in such a way that it can provide useful information to predict a change or impact on the Lead State.

4.1.4 Managing the Relationship and Account

Needs analysis and consultation is a critical component of hiring the right individual first time. This is where our Account Management function is a key differentiator. Hiring Managers are often busy and they may not have the industry knowledge to select the job title from a list of labor categories and develop an accurate and detailed description to submit to the vendors. If the requirement isn’t developed accurately, the vendors won’t be able to provide resumes from a pool of candidates that may not have the skillset needed. CAI appreciates that the Lead State is looking for the Contractor to provide consultation and guidance in developing a job requirement or identifying the correct job title or labor category for a hire, along with applicable skills that meet the requirements.

A consultative process has significant influence on the success of the hire, not only as a first round hire, but also in ensuring that the hired individual remains for the entire period of performance because they have the correct skills, ability, and aptitude to deliver the work. We work collaboratively and facilitate interviews so that we understand what is required by each requisition. Our collaborative approach is not a one-time interaction, but something that remains constant throughout the lifecycle of each hire and the Contract period of performance. It is an important step in developing a process that meets the demands of the Lead State.



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4.1.5 Using Technology to Standardize the Process

To make the program a success and to bring in new states, the program has to have a set of standard processes and tools that are a) proven, b) scalable, and c) easy to implement. As an established IT VMSP provider, CAI understands that establishing a process that is easy to follow, and provides reliable reporting and metrics, will add value to each state’s procurement activities. The value comes from time and efficiency savings as state employees are able to hire the professionals they need in a much reduced, and more organized manner.

A web-based solution needs to have processes that are intuitive and easy for new states to adopt. CAI recognizes that we need to roll out a process and tools that the Lead State can adapt to quickly, realize the benefits, and then promote these to other states as part of a marketing approach tied in to the development of the program at the regional or national level. As part of our assessment, CAI recognizes that for the program to be a success, the VMS tool implemented must be robust, future-proof, flexible to demand, well-supported, and show a return on investment. The tool has to easily facilitate the process, providing the user with a logical approach to completing a requisition for one or more engagements while capturing pertinent data. Access to historical data is often missed in programs that don’t include the use of a VMSP. By analyzing historical data, trends can be predicted that help budget planning. Changes in skills and technology requirements can be understood so that as technologies begin to sunset, for example, the ability to attract resources with required skills becomes harder. This allows the ‘IT department’ to forecast and prepare for changes based on the information human resources departments are able to share. This is a significant added benefit that is not readily available to the Lead State in the current process.

4.1.6 Consolidated Business Processes

The Lead State is looking to centralize billing and payment activities via the introduction of the VMS. In implementing a VMS, the Lead State has the singular responsibility to pay the VMSP for the services provided. The VMSP’s responsibility is to manage the payment process to the various subcontractors which can be achieved through the implemented VMS system and raise billable activity to the Lead State.

At present, the Lead State has to prepare invoices, set pay schedules, and make payments as individual transactions for each vendor currently supporting the Lead State. A centralized system will pass these tasks to the VMSP, and be enforced by agreed-upon contractual terms. This will ensure the suppliers receive payment on time.

4.1.7 Operational Support

With the implementation of a new VMS system, a fully supported Help Desk is required to support the Lead State and participating state end-users. The Help Desk should act as Level 1 support, logging and tracking issues, as well as making simple system changes such as password resets. In support, Help Desk staff needs to be knowledgeable enough of the system to be able to answer end-user questions. These can come from the perspective of the state, suppliers, or candidates themselves. Help Desk staff needs to be able to guide a user around the system, delivering guidance, and provide ‘training’ over the phone when required.



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4.1.8 Small and Minority Business Participation

CAI understands that the Lead State has a minimum 25% small and minority business inclusion target as a guideline for new initiatives. Currently the Lead State has only a handful of vendors supporting requirements, and with the development of the NASPO nationwide model, will require a great deal of resources to fully support the program. A nationwide program will have the opportunity to bring together suppliers from diverse backgrounds, of varying size and capability, and across multiple regions. This allows NASPO to meet inclusion goals on a regional or national level, as well as the PEs to meet their own targets. A successful solution will exceed those minimum requirements and drive revenue to targeted business.

CAI will customize the supplier network for each PE to ensure that supplier ability matches the expected requirements of the PE. This allows us to respond faster and with a greater degree of accuracy. In each instance the supplier network retains open enrollment, allowing more and more qualified suppliers to join the program and enhancing the services that CAI provides.

4.2 Ability and Approach RFP Reference: Pg. 19. §4. Technical Response. ¶ 2. The Proposers ability and approach

CAI’s successful approach to IT VMS and to IT staff augmentation is built on many years of experience, dating back to the company’s inception in 1981. At the heart of our approach is a commitment to provide qualified resources on time, on budget, and with the prerequisite expertise needed to fulfill an engagement. Each Resource has proven ability, the necessary qualifications, and is thoroughly screened – before being presented to our clients. To enable us to meet the needs of our clients we manage and maintain multiple suppliers that provide the resources needed. These suppliers meet a number of criteria; they include small, large, and minority-owned businesses; they are experts in IT and Information Systems (IS) recruitment; and they understand the nuances of the resource market within their geographical region.

CAI’s successful management and inclusion of multiple suppliers can be attributed to a commitment to provide fair opportunity for each supplier to respond to requirements and develop their business. In 2015-16, CAI drove $338M of revenue through participating business, a positive reinforcement that our VMS programs work effectively.

These elementary principles of providing our clients with the resources they need and maintaining a strong supplier pool paved the way for CAI to develop its first VMSP offering in 2004 to the Commonwealth of Pennsylvania. In 2016, we now offer a tried and tested solution that has been implemented and continually refined across multiple states over the last 12 years. This approach includes:

• Provision of qualified personnel that are thoroughly screened and vetted

• A performance-driven solution measured by metrics and SLA targets

• Reporting and tracking that provides the Lead State with strategic data

• A web-based solution that is proven, intuitive, and offers strong management functionality



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• Operational support for end-users of the VMS platform

• Rapid implementation that can be rolled out across a new participating state

• An Account Management Team that has a combined 85 years of staffing industry experience, and an average tenure of 11.75 years with CAI

• Centralized billing and payment solutions to expedite compensation

• Efficiencies that can only be derived from a long-refined approach that saves the Lead State significant time and investment

CAI has effectively built 10 state programs where a State has moved from a decentralized approach to a centralized approach to procure contingent labor. Since the inception of our VMSP practice, CAI has

processed more than 18,500 engagements across 528 state and local agencies, while managing more than 1,550 suppliers. Agency total spend has exceeded $1.8B while CAI has maintained our contractual SLAs. As experts specializing within public sector contingent labor programs, the range of organizations we support is very broad. Our experience includes institutions of learning and higher education such as universities in the State of Arkansas and the Commonwealth of Pennsylvania, for example. Our program with the State of Iowa

includes hospitals and medical facilities, too. Our support of the Commonwealth of Virginia is typical of a successful VMSP program, engaging with over 80 differing agencies, both executive and non-executive.

During FY 2015, CAI had 699 active engagements with the Commonwealth.

Figure 1 references the financial value we bring through our VMSP solutions to state clients.

We have customized services for those 528 agencies/hiring organizations and more than 3,000 different PeopleFluent® users while maintaining compliance with SLAs similar to those described in this response. In each of these programs we have worked with the client to design a successful implementation and transition strategy for incumbent resources. We have then led teams to a one-time implementation and maintained productive service through the transition of those incumbent resources.

Figure 1: CAI’s Vendor Management Experience – the Results are in the Numbers

CAI offers a full-service model to the Lead State, Participating Entities, and our suppliers. We take full ownership of the process so that the client can concentrate on its daily activities. This means defining the business processes for obtaining contingent labor. We automate the supply chain, configuring the PeopleFluent® VMS tool to support the Lead State’s goals and objectives. We implement a local Account Management Team that has the experience to support the Lead State and provide the consultation needed to ensure that the process is operating smoothly and



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that suppliers are getting the correct information so that they can provide resources that can perform in the required roles.

CAI views our supplier network as critical business partners and we maintain a continuously open line of communication with them. We typically provide weekly and often daily feedback when the need arises. As a result of this partnering approach, CAI’s suppliers demonstrate a real commitment to the program which translates into speed, accuracy, and quality service back to the State. Backing up our full-service model is a VMSP Operations Team that comprises of back-office, operations, and help desk support. This team offers services from billing and payment support, through to reports and analytics, and user guidance and assistance. The full-service model is encapsulated by SLAs and metrics. These hold CAI to a high-degree of accountability, therefore ensuring our commitment to the Lead State.

Since 2004, CAI has been the VMSP of choice for 10 states and commonwealths including Virginia, Iowa, Arkansas, New Jersey, Pennsylvania, Ohio, North Carolina, Maine, Michigan, and Delaware. Our capability and knowledge has grown with the implementation of each state VMSP program. Our approach is based on a seamless implementation, which has been refined by experience and lessons learned, so that the Lead State, its agencies using the program, and other PEs will experience little to no interruption in the course of their business as we transition in.

Priorities of our approach include:

• Qualified and approved small and minority-owned suppliers across the regions that add value and generate revenue within their local business community

• Bill Rates based on local information, using ERI wage survey data that is tied to location and clearly defined roles

• Provision of qualified personnel, with all resumes reviewed and screened via at least phone interview, reference check, and technical testing - as required - prior to submission to Lead State or PE Hiring Manager, described in Candidate Selection, page 17

• Experienced Account Management, CAI Account Management, page 15, with a local presence

• Increased 10-day warranty period to fully evaluate resource capabilities and fit

• Enterprise-wide government experience demonstrating beyond doubt that we are exceptionally qualified to successfully meet the Lead State needs

• Robust VMS system, PeopleFluent® VMS, that is stable, reliable, and intuitive, described in A Web-Based Solution, page 49

• Operations Support and Help Desk, page 28, and Centralized Billing and Payment Activities, page 59, make the VMS easy and simple to use, providing real value

• Experienced in developing participating addendums for state and local entities into existing VMSP programs

Our goal is to be your trusted partner, working with you to provide the best resources, and using the best local businesses to do so under the VMSP program. CAI offers a combination of processes, suppliers, management, and tools to rapidly and cost-effectively deliver quality



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contingent resources to the Lead State and PEs. CAI acts as the single, accountable point of contact for the entire service.

4.2.1 Why Should the Lead State Choose CAI?

CAI has provided the following features and benefits table (Figure 2) that highlight the important differentiators of our solution.

Experience

…may be inexperienced or limited to general staffing, leading to process issues and reduced program usage.

…has 35 years of IT related experiences including VMSP, vendor management, and staffing experience.

Proven best practice services to the Lead State through years of lessons learned and knowledge gained to provide an VMSP solution that meets or exceeds requirements.

Bill Rates

…provide a lower rate card but cannot recruit the desired quality candidate. To attract properly qualified candidates, higher level job titles are used to manipulate higher rates, resulting in higher costs to the client.

…uses its 12 years of experience and a rate card with pre-established rates that are reflective of realistic current market rates tied to well-defined roles.

CAI’s rates are set using scientifically derived wage data, providing reliably reasonable rates that are based on local geography supply and demand.

CAI’s rates are consistently modeled using a proven methodology that many other MSPs do not have proficiency in maintaining.

The Lead State receives the quality and level of candidate needed to fill the position in a timely manner, meeting SLAs in a highly competitive IT market.

The supplier community flourishes through open competition and works collaboratively with the VMSP.

Attrition is lower and quality is higher, and customer satisfaction is elevated.



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Vendor Fees …offer “low” VMSP fees that are supported by hidden fees charged to the supplier network, leading to discontent in the supplier community. Fees could include ‘insurance costs’ or background check costs that can be changed at the whim of the provider.

…has a model which is not supplier-funded, which means the suppliers don’t need to inflate their not-to-exceed rate submission to account for unknown future fees.

Rate transparency generates a more predictable, less risky business climate to assist in incubating small suppliers.

Non-Local Teams

…provide only remote account managers or a limited local team with staffing or VMS experience only.

…will provide a full team with IT experience on the ground, with backup at its Harrisburg office when required.

Availability to managers, meetings, and candidates. Better ability of VMSP to meet all SLAs and be accessible to the Lead State and suppliers more frequently.

Local Teams …may provide only invoicing and VMS support locally.

…provides a local team that manages the process to the Lead State’s requirements and becomes the Lead State’s trusted advisor.

Lead State Program Managers have local support for processes and advisors to consult.

Interview Facilitation by Account Managers

…do not provide interview management, so Lead State Program Managers must spend time scheduling interviews directly with candidates which erodes the suppliers’ ability to manage employees and encourages ‘bait and switch’ of candidates.

…manages the process with suppliers through the VMS to simplify the process for Lead State Program Managers.

Lead State Program Managers save time in the hiring process. Suppliers are able to manage their employees and the candidate’s identity is confirmed at the time of the interview.



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Resume Screening vs. Candidate Screening

…screen paper resumes and computerized scores which are based on supplier input. As an exception, not the rule, candidates are only called when requested.

…speaks to candidates who meet requirements to review experience and accuracy of the information in the resume. It is our standard process.

The Lead State receives resumes of only the most qualified candidates.

Overall candidate retention is greatly improved.

Risk of falsified qualifications is very low.

Subcontractor Education and Mentoring

…provide education that is merely feedback on a supplier’s lack of success, focusing minimally on the local supplier community.

…provides quarterly training for all suppliers in addition to being available for one-to-one mentoring and meetings to review progress and address challenges.

Local suppliers are motivated to provide their best and most qualified candidates to the Lead State.

Inclusive Supplier Networks

…close enrollment in the name of quality, eliminating the opportunity for local constituent suppliers and raising rates through layering.

…maintains open enrollment in the supplier pool throughout the life of the Contract.

Inclusive networks provide the best service for the range of IT needs required by the Lead State and enable a balance of quality and cost over changes in supply and demand.

Supplier Payment

…do not pay suppliers until the Prime Contractor receives payment from the client.

…pays suppliers (barring extreme circumstances such as a budget impasse) even when payments have not been received from agencies.

Suppliers can pay employees on a reliable schedule and the Lead State avoids disruption to service.

Payment Method

…pay by check, thus suppliers wait longer for payment.

…offers ACH Payments for rapid payment.

Suppliers are motivated to submit their best and most qualified candidates, knowing they will be paid quickly and efficiently.



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VMS Software …have proprietary VMS solutions that do not provide the complex data and reporting capabilities necessary to meet the Lead State’s needs. They may not be as flexible or customizable. They may not provide adequate disaster recovery.

…uses a highly configurable, highly accessible, and highly reliable VMS. PeopleFluent®’s software as a service (SaaS) is hosted at a secure data center with full redundancy and backups. PeopleFluent® is used by 5,100 organizations and more than 20 government entities.

Our VMS tool provides the flexibility, reliability, and security desired and required by the Lead State.

Lead State Data

…may provide a propriety VMS solution that is not independently hosted.

…provides a VMS tool that protects data via redundancy and security hosted in a secured data center.

The Lead State’s data is more secure.

Reporting Capabilities

…use proprietary VMS solutions that do not provide a full range of reports and have limited ad-hoc reporting capability. Team members may not be proficient in generating reports on behalf of the client, resulting in limited understanding of program usage.

…and PeopleFluent® have developed hundreds of reports to provide clients with details on every aspect of the VMSP program. The CAI Analytics team members are experts in the use of BusinessObjects.

Full transparency into the VMSP contract, its usage, and spend – and a team that can provide the reports the Lead State needs.

Custom Reports

…charge additional fees for custom reports.

…has BusinessObjects experts on staff who create custom reports at no additional cost to the client.

The Lead State may request custom reports without additional charge.

Figure 2. Features and Benefits of a CAI VMSP Program



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4.2.2 CAI Account Management

CAI’s Account Management Team is comprised of experienced IT professionals who possess excellent communication skills, an understanding of the broad range of IT roles and their requirements gained through in-field experience, and who are dedicated to alleviating the time consuming task of hiring contingent IT resources.

They are involved in almost every part of our solution including:

• Meeting with Lead State and PE Program Managers to consult regarding needs and to assist with requirement preparation

• Screening resources and performing technical interviews

• Working with suppliers to improve their ability to respond to requests (Supplier Support)

• On-boarding resources (Resource Support)

• Closing out engagements

• Resolving performance and supplier issues for the State or PE

• Conducting Quarterly meetings for state purchasers

• Holding supplier meetings and calls to provide program information and review supplier dashboards and metrics

• Providing feedback and customer satisfaction

4.2.2.1 Building a Presence in the Lead State Upon award, CAI will build a presence local to the Lead State. We will accomplish this by:

• Hiring a Lead State resident into the key role of Account Manager

• Building upon the existing network of suppliers including local, small, and disadvantaged businesses, as well as large staffing organizations who are within the region

• Introducing processes with the Supplier Pool, filling engagements with local residents where at all possible

• Joining and participating in local technology events and councils to promote the program within the local community

As shown in Figure 3, our Account Management and Operations Teams are supported by Transition Services, Technical Architects, and Corporate Accounting Teams.

During implementation, CAI will staff the Account Manager position with a local, qualified hire. This brings value to the Contract in that the local hire will have knowledge of the local IT professional labor community as well as bringing a small economic boost by hiring from the local community. Once the Account Manager has been on-boarded and completes CAI training, they will be part of the core Account Management Team. They will be supported by our teams and resources in Harrisburg, PA.



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4.2.2.2 Account Management Team The success of a VMSP program starts with the Account Management Team. The ability of the Account Management Team to work alongside the client, develop a trusted partnership, and be proactive in the management of the service is vital. The Account Management Team – which will implement, manage, and maintain the Lead State’s program – is a highly experienced group of IT and staffing professionals. Our core team will consist of an Account Manager, hired locally during project implementation, Senior Account Manager Mr. Scott Edwards; VMSP Operations Manager Ms. Linda Leiby; and Director, Public Sector Contingent Labor Ms. Ellen Sigl.

We will also utilize CAI support personnel, whose ability and experience will be to ensure the successful implementation of the project, the correct configuration of the PeopleFluent® VMS system itself, pre-established contractual relationships with suppliers, marketing and communications for the NASPO program, and Billing and Payment activities.

Figure 3: CAI Implementation and Account Management Team

As a rule, our Account Management Team members are IT professionals first. This means that their individual qualifications and certifications are representative of the IT markets they support. There are two significant benefits to this approach; firstly they have the knowledge and technical understanding to really comprehend the Lead State’s requirements. In working with the Hiring Managers they are able to go into real detail with regard to the position requirements. They can assist the Hiring Managers in building job descriptions and also share the latest market trends or technologies. This ability is strategic because the second reason for our staff being IT professionals is that it allows them to screen candidate resumes in detail and to conduct structured, technically driven interviews prior to the candidate being submitted to the Lead State. This is a significant benefit as we can root out candidates who are not fully qualified and save the Lead State from issues that might arise with an underskilled Resource being hired.

4.2.2.2.1 Ellen Sigl, Director, Public Sector Contingent Labor

CAI is pleased to present Ellen Sigl who is the Director, Public Sector Contingent Labor. Ellen joined CAI in 2004, and has 26 years in the IT industry; she has managed our VMSP Staff Augmentation program since it started in 2004. She is committed to each program’s success and will function as the primary point of contact for the Lead State users while initiating the program. Ellen will serve as the initial Account Manager for the program and will continue to provide executive level guidance and support throughout the life of the Contract.

Ellen has worked to implement the CAI model in 10 states and brings those best practices to the Lead State. She holds a Certified Contingent Workforce Professional certification (CCWP). She attends Contingent Labor Conferences as well as NASPO and NASCIO. She presented “IT Workforce Issues” at the Intergovernmental Technology Conference in spring 2014.

Ellen will have the authority to act on behalf of CAI, and will be the main point of contact for all interaction relating to the management of the VMSP program.



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Proposal Response


4.2.2.2.2 Linda Leiby, VMSP Operations Manager

Linda Leiby currently serves as the VMSP Operations Manager for our VMSP Program Office. Linda has been with CAI since 1994. Supporting the Lead State, Linda’s role will be that of VMSP Operations Manager, where her PeopleFluent® configuration, implementation, and reporting experience will be key. Linda will serve as backup Account Manager in Scott’s absence. Linda has served in each of CAI’s VMSP programs beginning with the PA IT Staff Augmentation program in 2004 through the latest implementation of the State of Michigan.

She has served as both an Account Manager and Manager of the VMSP PMO, which is currently her full-time role. She has been an integral participant in each of CAI’s state VMSP implementations. She is a CAI employee with 26 years of IT experience, and has worked to refine the business invoicing and reporting requirements across each program. Linda brings best practices from the industry and other public programs to the Lead State.

Linda holds a CCWP certification. She is a PeopleFluent® VMS and BusinessObjects SME and has served on the PeopleFluent® Client Advisory Board since 2012.

4.2.2.2.3 Scott Edwards, Senior Account Manager

Scott has 11 years of IT applications, infrastructure, and communications industry experience; with expertise in customer support, account management, and IT resource recruiting and placement. He has six years of VMSP customer support experience with public sector contracts managed in multiple states, with an annual contract value exceeding $65M for state agencies under his management. Scott’s accomplishments include successfully engaging more than 1,500 IT resources for two VMSP programs over the last five years, managing up to 310+ concurrent engagements at any given time. Scott is very conversant with the process of transitioning incumbent Resources.

Scott joined CAI in August 2009. Scott holds a CCWP certification.

4.2.2.2.4 Sue Flaxman, Contingent Account Manager

CAI proposes the contingent role of Sue Flaxman, an Account Manager with CAI, to offer additional support during periods of high demand, as required. Sue is an experienced, results driven IT professional with more than 20 years of experience in a variety of IT related skills. Sue has six years of account management experience serving multiple state agencies across our VMSP contracts. She has worked with CAI’s program model and has a proven history of managing to SLA compliance metrics. Sue has worked extensively with a variety of agencies to provide consultative-type service to assist in refining the workflow, and especially consulting on payment problems across our other programs.

Sue joined CAI in May 2011. Sue holds a CCWP certification.

4.2.3 Candidate Selection

A full–service model managed by CAI is the best way to ensure quality and consistency of service while meeting the Lead State’s objectives and service level requirements. This begins with getting to know the agencies and departments within the Lead State and other PEs and understanding each of their unique needs. This is achieved through consultation and interaction, helping the Lead State develop precise requirements within the VMS. CAI’s



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Account Management Teams have substantial experience that allows them to quickly understand agency demands, challenges, and technologies. We are experienced with building teams in line with requirements of each client we support.

In accordance with Addendum 4 and revisions to the RFP, as part of our candidate selection process, CAI will maintain a quarterly market analysis report that details local market rates and how they align with the rate card for the PE and their location. This will be updated on a quarterly basis. This report will allow the PE to evaluate the CAI rate card against the local market rates to see if adjustments need to be made to be reflective of current rates. Over time this continual analysis helps predict market changes and allows the PE to react accordingly.

The experience of our Account Management Team also enhances the candidate selection process. We understand what to look for in a candidate, how to differentiate their practical experience from their resume, and offer guidance to the Hiring Managers in how best to conduct interviews so that they can fully understand the capability of the Resource presented.

CAI’s VMSP program is a tailored solution. Although there are similarities across service provision, each state has specific requirements to be met, certain metrics to be performed to, and differing market influences that affect the candidate base and financial capacity of the client. CAI understands the unique position that the Lead State finds itself in: local IT professionals moving out of the Lead State and migrating to IT hotbeds, as well as the lure of the Federal market with higher profile roles and increased salaries.

To meet the requirements of the Lead State, CAI understands that the following process for candidate selection will form the basis of each engagement. This process will become part of the developed standard operating procedures, and where appropriate incorporated into the PeopleFluent® VMS system to record metrics.

• Per Addendum 4, a minimum of five resumes will be presented per requisition where market conditions allow.

• Per Addendum 4, the VMSP will be limited to 10% direct fill unless otherwise directed.

• The Lead State or PE will conduct skills assessment through various mediums of candidate(s) shortlisted.

• Candidate(s) may be rejected for any reason and a further batch of resumes requested.

• If no resumes meet requirements from the second batch of resumes, resumes will be returned and PE will notify the State’s Contract Coordinator.

• CAI understands that a five-day warranty period is required to replace an unsuitable Resource. However, CAI proposes a 10-day warranty period to replace the Resource. We believe this provides the Lead State or PE a more suitable period of time to evaluate resource capabilities.

• The new candidate will not be billed for the first five business days if the replacement candidate comes from the original supplier.



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Figure 4 and the following narrative describe how each step in the workflow is facilitated with the PeopleFluent® VMS tool.

Figure 4: Lifecycle of a Requisition

Here’s what our Suppliers and Clients

Have to Say about CAI

A True Partner

Supplier Feedback

• “It has opened up new opportunities and doors to us that may not have been otherwise.”

• “The consistency of getting paid on time without delay has had a tremendous impact, getting Invoices paid within 30 days instead of 3-6 months.”

• “Consultants are reviewed, interviewed, and hired in 1/3 of the time it took before with less risk of losing the candidate to other opportunities; recruiting time is not wasted.”

• “Administrative costs have dropped internally due to electronic time keeping and invoice generation. ACH payments as well have helped with our expenses.”

Client Feedback

• “Thank you for your hard work on getting all the Fiscal Year cutover, you made it seamless.”

• “The CAI Contract has allowed us to fill our positions with rapid speed and high quality resources, thank you.”

• “Originally I was not sure if this would be a valuable contract or not and it has proven to be the best vehicle we have used thus far for Staff Augmentation.”

• “I want you to know that I think you have some great people working for you on our consultant needs… I know I give your people a lot to do but this process has helped me transform our agency processes for bringing on consultants. I appreciate everything each of them do.”



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The Hiring Manager contacts the CAI Account Manager to discuss needs. The CAI Account Manager provides guidance to develop a cost-effective recommendation for the job category and experience level. This enables the agency to begin the funding process. The goal is to make sure the requisition accurately states the needed candidate qualifications.

If required by the Lead State, the Account Manager works with the agency to ensure that the PO is received before releasing the requisitions to the network.

We will establish the method of interviews, whether face-to-face or video interview, and whether any specific technical or screening questions need to be included during the screening and interview stages. With a rich history of interviewing candidates, CAI can provide specific questions that can help the screening process. We have the experience and knowledge with interview techniques that can ensure the screening is thorough and detailed.

PeopleFluent® makes creating a requisition easy, as shown in Figure 5 and Figure 6.

The PeopleFluent® tool makes creating a requisition easy. Working with the requisition in PeopleFluent®, the Hiring Manager chooses a job category from the list of templates, which include generic skills, pre-filled with specific data based on what the user enters into the requisition. The Hiring Manager modifies the generic and pre-filled info as needed, and specifies the duration of the engagement. If required, the established not to exceed (NTE) hourly rate can be pre-filled based on geography, labor category, and skill set.



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Figure 5: Create a Requisition: Starting with Selection of Job Category

Figure 6: Create a Requisition: User Prompts

Lead State Hiring Managers can see the status of requisitions via the Requisition Summary Screen, shown in Figure 7.

Figure 7: Requisition Summary Screen

After reviewing and validating the approved requisition, the Account Manager releases the requisition to the supplier network.

The VMS tool automatically sends an email notification to all Pool 1 suppliers (Managing Subcontractor Network, page 52) when a new first round requisition has been released.



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Suppliers submit their candidates using PeopleFluent®, entering responses to a standard set of information for the supplier to affirm, such as skills of the candidate and/or availability. The supplier must note the number of years of experience for each skill required.

Suppliers upload candidate resumes using the VMS tool.

Suppliers can save candidate submission information in progress, submitting the candidate to a PeopleFluent® requisition when ready. In addition, the supplier ensures that the candidate completes and submits the electronic right to represent (E-RTR).

The Account Manager reviews the candidate resumes and submissions (along with the E-RTR) and calls and speaks to qualified candidates.

Within PeopleFluent®, the Account Manager documents the results of the screening and forwards the candidates, presenting 5 resumes per requisition when possible, as requested in Addendum 4.

The CAI Account Managers manage the adherence to the processes by the subcontractor network. If a subcontractor is bypassing the established processes, the Account Manager discusses the violation with the subcontractor and takes any necessary corrective action. If a subcontractor continues to be non-compliant, escalation within CAI and the Lead State occurs.

Using PeopleFluent®, the Agency Hiring Manager can perform a side-by-side comparison of candidates which helps decide which candidates to interview. The Hiring Manager interviews and performs a technical screening of candidates. In most cases, CAI Account Managers present the candidates in person, by introducing them to the Hiring Manager prior to interviews.

Upon selection, the Agency Hiring Manager notifies the Account Manager of their choice. This can be done directly in the VMS tool via an engagement request which will generate an alert to the CAI Account Manager. The Agency Hiring Manager may also send an email directly to the Account Manager providing details of the selection. The Account Manager informs the suppliers of the choice. This is typically done through email. The Account Manager coordinates acceptance and start date of the Resource.

All screening metrics surrounding the requisition process are captured within PeopleFluent®.



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In addition to coordinating interviews, the CAI Account Manager is responsible for coordinating all activities related to on-boarding the chosen candidate. PeopleFluent® facilitates this with the Compliance Manager functionality.

Once a candidate is selected, our Account Manager notifies the Vendor, verifies the candidate is still available, ensures he/she has completed the necessary background checks, and completes all other tasks related to on-boarding. The CAI Account Manager also ensures that the candidate knows where and to whom to report on the first day of the assignment. The CAI Account Manager walks the candidate in on the first day whenever possible.

The MSP Operations Team trains the candidate in the use of the PeopleFluent® tool for time reporting.

The supplier works with the CAI Account Manager to ensure that all documentation and pre-employment requirements are completed as part of the on-boarding process, including background checks, screenings, NDA, certifications, and any other conditional documents.

These reports are uploaded via PeopleFluent®; the Account Manager receives notifications when these steps are completed.

PeopleFluent® is used to capture timesheet entries, route them through the agency’s customized approval chain, and alert CAI once approved.



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4.2.3.1 Background Checks We ensure that all required background checks for selected resources are completed and stored within the Compliance Manager function of the proposed PeopleFluent® VMS. This feature provides the necessary checks and balances within the process to ensure that no candidate reaches the Lead State without background check criteria being met.

CAI follows a specific process that is tied into the PeopleFluent® VMS. By tying our process to the VMS tool we can ensure that each stage is completed before we move to the next one. A series of checks ensures this happens, and therefore we are able to greatly reduce risk in providing an unsuitable Resource. Figure 8 describes the workflow starting from a requisition by the Hiring Manager where they select compliance items through to a Resource being engaged and ready to start work.

Figure 8: CAI Background Check Process

To the best of its ability, CAI will provide through its suppliers qualified, skilled candidates who are able to work in the Lead State’s environment without introducing any kind of security risk to the Lead State’s mission, its employees, or population. CAI brings a team of suppliers that understand the importance of this requirement. In establishing the contractual relationship with each proposed supplier, we will reinforce that they perform and maintain screening and background checks for each submitted candidate through the Subcontracting Agreement. Each

As the trusted advisor, the CAI Account Manager communicates with the Agency Hiring Manager during the tenure of the contracted Resource to oversee performance.

The CAI Account Manager works with the Agency Hiring Manager throughout the engagement of the Resource to ensure quality service. Customer satisfaction survey results can be discussed to elucidate issues or to establish best practices.



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supplier will be fully trained in the use of PeopleFluent® so that no mistakes are made when uploading Resource background check information.

At a minimum, CAI will provide background checks against the key criteria below. It is understood that additional requirements, such as drug testing and eVerify, may be added as appropriate to a position at the discretion of the Hiring Manager:

• Employment verification

• Educational verification

• License verification

• Tax payment check

• Reference check

• Past employment check

• Criminal history check

• Sex Offender Registry check

• Court records check

• National criminal history database check



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Proposal Response


To make certain that we fulfill the background check requirements completely and accurately, CAI utilizes the Compliance Manager functionality within PeopleFluent® to track the completion of tasks within the application. Compliance Manager tracks the date of completion of each check and stores the background check results. A standard list of compliance items that a Hiring Manager can select from is configured on each requisition within the VMS. In addition, non-standard items can be selected from a library of compliance items. A Hiring Manager can select the particular compliance items that are appropriate for each individual requisition.

Other sensitive information may be contained on the background check results; therefore, the ability to view the details of a background check can be configured within PeopleFluent®. We are able to set security restrictions for each user to control access to information. If the Hiring Manager does not have the correct security designation to view the information, the CAI Account Manager will notify the Hiring Manager of the results. Otherwise, the Hiring Manager is able to see the completion date and background check results within PeopleFluent® VMS. The Compliance Manager will prohibit the engagement of a candidate within PeopleFluent® if the background checks have not been successfully completed.

By utilizing Compliance Manager to store the completion date of all required background checks, as shown in

Figure 9, CAI is able to monitor the expiration of each engaged candidate’s annual background check and proactively request that the supplier provide updated background check results for their Resource.

Figure 9: Background Check Detail Screen

The Compliance Manager configuration also brings the benefit of replacing paper trails, using the system to store auditable information for things such as background checks. The VMS can replace “paper” checklists and can generate email notifications and alerts when items are due or need to be renewed. The Compliance Manager functionality actually prohibits engaging a candidate if all pre-engagement on-boarding tasks are not completed. For example, as part of contractor on-boarding procedures, CAI requests a national criminal background check be provided by the supplier prior to a candidate being able to begin an engagement. The supplier submits a copy of this background check for validation to the CAI Account Manager. CAI reviews it to ensure that it is an acceptable screening and that there are no issues. CAI alerts the agency that the screening has been received and is acceptable, and the contractor is cleared to begin assignment.

Through the PeopleFluent® Compliance Manager function, we are also able to flag the background check information on the engagement details by marking it complete along with the



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Proposal Response


date of completion. Completed Background Check information is stored on the candidate record in PeopleFluent®, as shown in Figure 10.

If a candidate fails to pass any of the required background checks for a specific requisition, it is noted within Compliance Manager and the candidate is rejected. The rejection notification email is sent to the Hiring Manager, ensuring he/she is kept apprised of the status of the candidate. The Hiring Manager and the CAI Account Manager discuss the next steps in fulfillment of the requirement, whether that be selecting a different Resource, reissuing the requirement, or closing the requirement. For engaged Resources actively working against a requirement, compliance items including background checks are performed again prior to the documented expiration dates. If an engaged Resource now fails to pass the background check or CAI becomes aware at any time of security issues surrounding them, they are disengaged and removed from the Lead State’s facilities. The CAI Account Manager works closely with the Hiring Manager to ensure that the Resource removal is completed with as little disruption as possible.

Figure 10: PeopleFluent® Candidate Compliance Window

4.2.3.2 Right to Represent CAI proposes a requirement for the Right to Represent for each candidate submitted. With written approval from the Lead State, CAI proposes to use an electronic version of the form in an electronic process. CAI proposes to use a form similar to the example shown in Figure 11 to document granting the Right to Represent. We have successfully implemented this requirement in several of our VMSP contracts.

Figure 11: Right to Represent Sample Email

The Right to Represent ensures that the submitting firm has a relationship with the submitted candidate. A good employer-employee relationship is crucial to a successful engagement and we consider the Right to Represent to be an important control point of the process.



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The electronic process, originally suggested by participating suppliers, represents an industry standard method for supplier-candidate validation. It is easy to produce a fake signature on a paper form, but it is difficult to detect fake signatures. The electronic process relies on time stamps and an email thread to document the path from the submitting supplier to the candidate and then to the CAI inbox where the Account Management Team can validate its authenticity against the candidate email address listed within the submission in PeopleFluent®.

CAI has found the candidate-employer validation to be so important to quality of service that our process includes two control points to ensure the candidate knows the submitting supplier, shown in Figure 12. The electronic Right to Represent requirement and corresponding process described below is the first control point in candidate submission. For the second control point, the candidate must verbally validate the submitting supplier during the screening process performed by the Account Managers.

Figure 12: Right to Represent Control Process

4.2.4 Operations Support and Help Desk

A key component of managing the supplier network is the VMSP Operations Team. They are also responsible for most back office tasks, as the following narrative describes. This team consists of two distinct sub-teams: Analytics and Engagement. The teams work together to configure PeopleFluent® VMS and engage candidates so they can submit their timesheets. These tasks ensure the workflow operates seamlessly.

The VMSP Analytics Team performs the following services:

• PeopleFluent® VMS Configuration

• State and Supplier Training

• Business Intelligence and Report Management Support

• Subcontractor Portal Design and Maintenance

• Immigration Support

• Subcontractor Reference Requests

• Invoice Management



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The VMSP Engagement Team performs the following services:

• Respond to Service Tickets

• Candidate Administration

• Timesheet Entry and Approval Tracking

• Purchase Order Spend Tracking

• Client and Candidate Help Desk

4.2.4.1 Help Desk CAI’s Operations Team provides Level 1 support for help desk calls, logging and tracking issues, and questions from the Lead State, PEs, and supplier users. The Operations Team is highly skilled, having provided support across our entire VMSP contracts for many years. They have extensive knowledge of the procedures related to these types of contracts so their responsiveness is quick and accurate, and based upon lessons learned.

They are able to answer general questions on how to utilize the contract, but escalate to the local Account Managers as necessary. The team also has deep experience with the PeopleFluent® VMS tool and is able to answer “how to” questions related to the use of the tool from the agency, supplier, and candidate perspectives. They are capable of providing ad hoc training over the phone when needed, i.e., talking to the user and walking them through a process. Requests are tracked on our Help Desk ticketing system and include the following:

• Reporting requests

• Password resets

• User profile additions/changes

• PeopleFluent® mentoring/training

• PeopleFluent® functionality issue resolution

• Invoicing inquiries

4.3 Understanding of Performance Expectation RFP Reference: Pg. 19. §4. Technical Response. ¶ 3. A demonstration of the Proposers understanding of the desired overall performance expectations.

For the Lead State and other PEs to gain the value and measure the performance CAI brings to the program, a series of measures need to be in place. These measures are defined as metrics and SLAs. They provide performance parameters for CAI to operate within, and when CAI fails to meet a metric or SLA, penalties are assessed.

To ensure that we perform at the highest level, CAI’s experience demonstrates that successful performance is driven by a strong series of metrics and SLAs that are achievable and drive value within the scope of the contract; a Reporting methodology (page 35) that defines goals and objectives and presents unbiased data in response to those objectives; and Quality Assurance (page 41) applied across all Contract activities.



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In doing so, we met all of our metrics as part of each state’s SLA:

• Managing contingent IT staff augmentation programs totaling $1.8B in spend; annualized, that’s approximately $365M.

• Awarded $338M to suppliers during FY2015-16.

• Engaging almost 18,500 individual resources, from more than 24,000 total engagements across a wide range of IT and business-related job titles.

• Serving 528 government agencies, including state and local government organization and colleges and universities.

• FY2015-16 managed networks totaling over 1,550 suppliers who have submitted more than 300,000 candidates.

4.3.1 Metrics

The Lead State has identified a series of performance metrics and service level targets that CAI must meet or exceed.

The Lead State has identified a series of metrics within which CAI must perform. To provide a service that is above expectation, CAI suggests the enhanced performance standards (column 4) to the measurement criteria proposed by the Lead State in Figure 13. CAI will work with the Lead State or PE at time of Contract award to define the terms and metrics applied to those terms such as ‘urgent’ or ‘normal’, for example.

These suggested improvements are based on our own experience as well as industry averages over the last 12 years providing similar services. With a wealth of experience to gauge target metrics, the Lead State can be assured of a program that delivers quantifiable value. We understand that target metrics will be reviewed and finalized during kick-off. CAI will work with the Lead State to understand the goals of each metric and where appropriate present industry data to validate reasonableness and ability to achieve the targets. The metrics measure improvement in hiring time, accuracy, and candidate quality hires, so that the Lead State can calculate their return on investment. Conversely, the metrics can also highlight an ailing process. Therefore meaningful metrics are imperative to gaining a full understanding of the service being delivered.

CAI understands that regardless of supplier performance, it is our responsibility to warrant the successful operation of the Contract for which alone we are held accountable.



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Normal Fill

Rate

N/A 92% or higher 92% Measures Contractor's ability to

satisfactorily fulfill requisitions:

Indicates how many requisitions

are open.

Total number of filled positions

at month end / total number of

requisitions that have been in

place over 2 weeks.

monthly

Normal Round

1 Fill Rate

N/A 80% or higher 87.5% Measures Contractor's ability to

satisfactorily fulfill requisitions

within first round of resumes

submitted to requestor (normal

requisitions).

Total number of filled positions

resulting from the first round of

resumes / total number of

requisitions filled.

monthly

Urgent Flagged

Submittal

Response Time

2 business

days

92% or higher 92% Measures average response time

from receipt of URGENT request to

delivery of first candidate's resume.

Number of URGENT requisitions

that received first batch of

resumes for review within 24

hours / total number of URGENT

requisitions.

monthly

Urgent Fill Rate N/A 92% or higher 92% Measures Contractor's ability to

fulfill requisitions: Indicates how

many requisitions are open.

Total number of URGENT filled

positions at month end / total

number of requisitions that have

been in place over 2 weeks.

monthly

Urgent Round

1 Fill Rate

N/A 90% or higher 90% Measures Contractor's ability to

fulfill requisitions within first round

of resumes submitted to requestor

(URGENT requisitions).

Total number of URGENT filled

positions resulting from the first

round of resumes / total number

of requisitions filled.

monthly

Attrition Rate N/A 8% or lower 6% Measures resource turnover due

to unplanned situations that are

not caused by the State, not

including inadequate performance,

death, serious illness, etc.

Number of unplanned

turnovers / total number of

resources.

monthly

Performance

Removal

N/A 5% or lower 5% Measures resource turnover due

to inadequate resource

performance.

Number of turnovers (due

to inadequate

performance) / total

number of resources.

monthly

Offering

Opportunity to

the Network

N/A 30% or higher 80% Measure of how many resource

resumes, provided to the State

after requisition, are from the

Contractor's subcontractor

Total number of resumes provided

to the State from subcontractor

resource pools / total number of

resumes provided to the State.

monthly

Usage of

Network

N/A 90% or higher 90% Measure of how many

subcontractor resources are

selected by the State.

Number of subcontractor

resources selected within period

/ total number of resources

selected within period.

monthly

Customer

Service Survey

Results

Monthly survey of the satisfaction of the agency requestor with the resource(s) placed at that agency by the Contractor. Survey will

highlight positive and negative points about the Contractor's processes and resources in order to identify areas for improvement.

The State Contract Manager will review and include overall results as part of the scorecard.

Figure 13: CAI Proposed Performance Metrics

4.3.2 Service Level Agreements

Our solution is built on managing to SLAs that focus on the accuracy and timely delivery of high quality talent. Our success ratio for Fill Rate is exceptionally high.



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SLAs, when supported by metrics gathered from the VMS and from process audits, promote consistent service and continual improvement in service. SLAs and metrics will be recorded from the first day following implementation completion and sign off. They will carry through the entire period of performance. CAI has reviewed the 12 service level requirements and reporting metrics for deliverables. Our experience tells us that the SLAs identified are realistic and achievable for an experienced VMSP prime contractor such as ourselves.

As an organization that delivers multiple VMSPs to states across the country, we know how to manage, record, and report back against key metrics so that the Lead State can see a return on their investment not only in terms of vacant positions filled, but also in terms of improved overall delivery of service. This means that through the careful management of the SLAs, we are providing a service that is increasing in efficiency and quality which results in an overall more effective solution for the Lead State. Figure 14 provides examples of how we have exceeded performance metrics for five state VMSP programs.

CAI has included an example SLA in Appendix_13_Example_SLA_CAI. This example details the typical SLAs that we work to, what the performance metrics are, and how we measure success against them. In the worst case scenario there are also penalties applied to the contractor, CAI, if we fail to consistently meet the proposed targets. The SLA document is an example and will be finalized following Contract award and put in place ready for the reporting activities starting after Implementation is concluded.



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Delaware

NUMBER OF ENGAGEMENTS

TO DATE SLA TARGET

REPORTING PERIOD: 10/1/2014

- 6/30/2016

221

Resume Submittal Response Time 90% or higher 95.83%

Round One Fill Rate 90% or higher 96.43%

Attrition Rate 8% or lower 4.98%

System Availability 99% or higher 99.95%

New Jersey


TO DATE SLA TARGET

REPORTING PERIOD: 1/1/2014 -

6/30/2016

1274





Virginia


TO DATE SLA TARGET


6/30/2016

2107







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Iowa


TO DATE SLA TARGET


6/30/2016

227





Arkansas


TO DATE SLA TARGET


6/30/2016

1577




System Availability N/A 99.95%

Figure 14: Summary of CAI's Performance against VMSP Contract SLAs



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4.3.3 Reporting

Program reporting provides a consistent and auditable approach that highlights the development and success of the program. CAI believes in full transparency into the IT VMSP Contract.

Figure 15: Benefits of Total Transparency

One of the strongest features of the PeopleFluent® tool is the off-the-shelf reporting capability provided by PeopleFluent® VMS. These reports are feature rich and include a broad range of criteria and scheduling options to cover most of the Lead State or PE requirements. We have provided examples of our most frequently used reports and system-provided reports in Appendix_8_System_Listed_Rpts_CAI and Appendix_12_Frequently_Used_Reports_CAI. However, because CAI has used the tool for such a long time and we have become intimately familiar with it, we have been able to develop our own range of reports, fine tuning what is already available, into a real value-add tool set. This capability provides real in-depth analysis of the VMSP, offering strong management features for the Lead State or PE.

As well as the standard reports, we can generate ad-hoc reports for our clients based on near real time data. We run weekly and monthly reports that are used for the management of the program to include a weekly dashboard of activity, a chase report that shows all requirements, PO Audit report, and Summary Report. These reports ensure we are on track and performing well, and allow us to identify any challenges to be addressed.

Secondly, as part of our management approach we provide a quarterly report of our services – performance reporting is part of the evaluation process. Quarterly reports evaluate the prior quarter’s performance and cover a broad range of topics from fill rates to performance metrics, through to evaluation of supplier performance and changes in customer requirements. We present information that assesses how well we have been performing against the agreed service levels and any deviations from the targets. This information is tracked and recorded, and any corrective actions or changes are noted and then monitored during the following quarter so that improvement in service or correction of issues is achieved. The reporting features help balance risk to SLAs, measure improvements in service and quality, and allow for the evolution of ideas or technology to be implemented and measured as part of the service.



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4.3.3.1 Delivery CAI has a very successful track record with VMSP implementation. CAI has proposed an implementation plan that utilizes the 60-day grace period offered by the Lead State to fully implement its entire solution. Following the successful completion of that period and sign-off by the Lead State, CAI will start to collect metrics and work to the proposed and agreed service levels. Following one month of successful operation, CAI will produce the first required reports. The reports will be based on the agreed metrics found in Metrics, page 30.

This process will be applicable for each PE within a given region as they come on board. The initial 60 days will be an implementation grace period before metric collection and reporting is enacted.

4.3.3.2 Summary Sales Data CAI will provide NASPO with a quarterly sales report, directly submitted via the NASPO ValuePoint Quarterly Sales/Administrative Fee Reporting Tool. As an organization we have provided this type of report for several VMSP clients including the Commonwealth of Pennsylvania and Virginia Information Technology Agency (VITA). The report will note all sales made by state, even if a state indicated no sales. The report will be produced and uploaded within 30 days of the end of the calendar quarter.

4.3.3.3 Detailed Sales Data CAI will provide detailed sales data within 30 days of the end of each reporting period. The sales data will include reports based upon the following data:

• State

• Entity/customer type, e.g., local government, higher education, K12, non-profit

• Purchasing Entity name

• Purchasing Entity bill-to and ship-to locations

• Purchasing Entity and Contractor Purchase Order identifier/number(s)

• Purchase Order Type (e.g., sales order, credit, return, upgrade, determined by industry practices)

• Purchase Order date

• Ship Date

• Line item description, including product number if used

The reports will be presented in the format outlined above. The sales data reports will include information from all Participating Entities, and will record if a PE made no purchases for the reporting period.

4.3.3.4 Quarterly Executive Review CAI is eager to develop a strong level of customer satisfaction, and to that end we present a quarterly executive review to the NASPO ValuePoint Cooperative Development Coordinator.



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The report will include a list of states with an active Participating Addendum and a statement of negotiations with any state who is considering joining the program.

CAI recommends the following items to be considered in the Quarterly Executive Review. These areas of focus describe our service and how well we are doing in meeting the metrics and service levels agreed to under the Contract. CAI reviews the quality of candidates and our services in each Quarterly Executive Review. Metrics and recommendations are provided in our Quarterly Report, and discussed at the review meetings.

Typically we present the topics listed in Figure 16 for review and evaluation; however we will finalize Quarterly Review topics during Implementation.

Topic Commentary

Active States A review of participating states and their usage of the NASPO ValuePoint program.

States under Consideration

States in discussion to join the program, any challenges they are facing to take up the program, and mitigating strategies to address those concerns.

Job/Levels/Skills

Review most-requested titles across agency usage and evaluate how they align (or do not align) with Lead State strategy. For example, some agencies may utilize contractor staff primarily for programming, while others may utilize a variety of senior level resources. Review the usage of the exception category to determine trends in usage.

Workforce Compliance Tracking

If desired, we will support the tracking of ACA compliance with the workforce along with the tracking of immigration needs or the use of W-2 employees.

Tenure PeopleFluent® VMS is configured to track the tenure of specific individuals across engagements. This will allow for tracking and reporting on Lead State tenure of individuals as well as tenure within a particular agency.

Lead State Employees

Resources hired for full time Lead State, or targeted for full time hire.

VMSP PERFORMANCE

Service Level Agreements

Performance against the SLAs for those engagements and requisitions bound to the agreements. This topic may also include a listing of those requisitions designated by the States as exempt from the SLA measurements.

SUPPLIER PERFORMANCE

Network Performance

Presentation and discussion of dashboards and analysis of the supplier



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Topic Commentary

performance by tier including the performance of any targeted types of suppliers.

MARKET TRENDS

Wage Review Review the most recent wage data as compared to the wage data currently in use by the Lead State. Review those findings against the additional program metrics to evaluate the health of the rate card.

Technology Report and discuss technologies use in the required skills both to evaluate Lead State usage against industry-wide usage as it relates to supply and demand, and how it may affect the rate card.

Upcoming Initiatives/Budget Projections

If appropriate, we would welcome an opportunity to prepare the network for longer-term projections, specifically in terms of technologies and skill sets. The direct outcome of this is to determine appropriate communications to the supplier community, particularly with emerging technologies and newly instated enterprise standards.

Supplier Communications

GENERAL PROGRAM ACTIVITY

Invoicing Track and discuss any bottlenecks of unpaid or overdue invoices, as well as recommend potential process improvement.

Targeted Savings

Discuss any new strategic initiatives or goals; our intent is to align the Contract exactly with Lead State Executive policy based on evolving strategy.

Surveys Discuss findings from user surveys and identify items for improvement.

Figure 16: Quarterly Executive Review Topics

4.3.3.5 Monthly Reports PeopleFluent® VMS includes a Business Intelligence (BI) Platform, powered by the SAP BusinessObjects BI Platform. For those users with the security to create or run their own reports, an agency may access the reporting feature directly within PeopleFluent®. If a user does not want to create or run their own reports, they may request a report from the CAI Analytics Team or their CAI Account Manager. The following monthly reports, along with required metrics, are available to the agencies to assist them in managing their resources and funds under the Contract.

The “Overview by Supplier (Spend) Report” (



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Figure 17) contains the percent of revenue provided through the subcontractor network.

Figure 17: Sample Overview by Supplier (Spend) Report

The “Overview by Supplier (Engagements) Report” shown in

Figure 18 contains the percent of resources provided through the subcontractor network.

Figure 18: Sample Overview by Supplier (Engagements) Report

The “Engaged Candidate Report” contains details of agency contract utilization, as illustrated in Figure 19.

Figure 19: Sample Engaged Candidate Report

The “PO Limit Audit Report” contains information on the remaining spend for each active PO based on approved timesheets for an agency (



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Figure 20).

Figure 20: Sample PO Audit by Line Item

4.3.3.6 Ad-Hoc Reports PeopleFluent® VMS includes a BI Platform. The Lead State will have unlimited user licenses at no extra charge. If desired, users can create their own reports and graphs to support unique reporting requirements, as well as change reports as needed. CAI’s Operations Team members are experts in creating Contract reports and can develop any specific reports for the Lead State.

Management of contingent staff requires a real time reporting warehouse, built not only on best practice reporting templates, but combined with an ad-hoc framework to target desired key indicators. Ad hoc reports may also be created from scratch. These custom reports can be saved into public or private folders for later use. Reports are run from a data warehouse that is replicated continually. The data being reported on is virtually real-time.

PeopleFluent® VMS tracks more than 1,800 variables to provide a holistic view of your contingent staffing organization. All standard and user-defined fields are completely reportable. The PeopleFluent® VMS reporting tool is easy to use with its drag-and-drop capability along with easy to understand field labels. PeopleFluent® has joined all of the tables logically and has included numerous time differential calculations (like Time to Fill and Positions Remaining Open) to help you generate accurate and usable metrics for recruiting efficiency and to assist users in drilling down to their pertinent metrics by building filters, sort, calculations, and prompts into reports.

PeopleFluent® also provides a data dictionary for use in understanding the details on all standard data elements in VMS, and how the standard data elements are related to each other. The data dictionary provides explanations on every individual data point in VMS, and is published to the PeopleFluent® Customer Community after each VMS release. Custom fields can be created by the client administrator to appear on specific pages within the VMS. They can be applied for timesheets, candidates, engagements, task orders, service task orders, proposals, expense reports, and others. The fields may be formatted as text, numeric, or drop down lists. The fields may also be marked as "Required" and incorporated into the workflow. All custom fields can be incorporated into the reporting.



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4.3.3.7 Subcontractor Reporting Metrics In addition to tracking supplier credentials in the VMS tool, we use the underlying metrics from our VMS tool to show supplier responsiveness as a measure of performance. When meeting with suppliers one-on-one, we show them their own “scorecard,” (Figure 21) using it to discuss their performance. A sample supplier scorecard with simulated data appears below. This is one of the most important features of our VMS tool. The information gathered provides a real-time view of the supplier’s accomplishments to date. From this we can deduce how well the supplier is performing in relation to other suppliers and what value they are bringing to the supplier network. If performance is good, we encourage more of the same. However, if the supplier appears to be underperforming, we can provide additional training and mentoring to help them improve.

Figure 21: Sample Supplier Dashboard

CAI provides transparency into the details of Contract performance in our quarterly reviews and by publishing results like these on the public portal, if requested by the Lead State. There are several standard reports and processes we have created to give us the data needed to manage supplier activity:

• Supplier Performance Dashboard: This report is part of our Quarterly Review, and is also posted on our Program Portal for public access. Important data to view as part of this report includes supplier activity in the areas of total submission count, engagement count, total candidates forwarded to manager for review, and four-day window submission count.

• Active/Inactive Network Subcontractors: Overview of how many suppliers are active in the network and how many are not. This is provided quarterly to ensure the statistics are not subject to an anomaly but rather highlighting a potential trend.

4.3.4 Quality Assurance

Quality is the keystone for a VMSP program - quality of the work performed by contingent workers, as well as quality in the process for placing them and managing them. These plans and control points include the latest industry best practices that have been customized to meet the Lead State’s demand for quality.

4.3.4.1 Candidate Quality CAI encourages face-to-face interviews either done in person or via web camera. While in-person interviews are ideal, the web camera interview allows the Account Manager to confirm the candidate’s identity, reduces the supplier’s interview costs, and offers the agency an



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opportunity for a face-to-face interview with a quick turnaround time and opportunity to immediately fill their need.

It is the Hiring Manager’s discretion as to how the interviews will be conducted; their interview preference may be identified directly on the requisition, as shown in Figure 22. In the current IT market, contractors are hired very quickly. A short interview turnaround time increases the likelihood that an agency will have the opportunity to hire their “first choice” candidate.

Whether interviews are conducted via phone, web camera, or face-to-face, the CAI Account Manager facilitates the process by scheduling times with the Lead State interview team and the supplier. Following the interview, the Account Manager will be in close contact for the remainder of the candidate selection and on-boarding process.

Figure 22: Interview Options - Create Requisition Screen

4.3.4.2 Quality of Work CAI proposes an extended candidate warranty period of 10 days in order to offer the agency managers an ample window of time to assess each candidate’s performance. The workflow shows an additional step to support this guarantee process. Within five to seven days of the candidate’s start date, the Account Manager will be in contact with the Lead State Hiring Manager to conduct a performance assessment. The results will be documented in PeopleFluent® and communicated to the employer.

If the candidate resigns or is terminated within the first 10 days, CAI will not bill for the hours worked. As required, we will not bill for the first five days of the replacement Resource if the Resource comes from the same supplier. If a replacement Resource is provided from a different supplier we will bill as normal as this will be deemed a new engagement for that supplier.

4.3.4.3 Additional Quality Control Measures CAI proposes the following quality control points in the program.

Wage-Based Rate Setting Methodology

The largest component of IT labor is the wage/salary paid to the individual. CAI uses salary data from ERI as a means of determining baseline costs. ERI is an independent research firm whose algorithms and data have been in use for the past 30 years; it does not offer consulting services, i.e., it has no self-directed incentive for modifying its metrics. Throughout our experience in multiple states, we have found the data to be extremely accurate for estimating salaries by position description and geographic location. The elements of our wage-based rate setting methodology are shown below in



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Figure 23.

The ERI model allows for very specific categories of wage data, appropriate for the multiple job categories and experience levels defined in this solicitation. It is updated quarterly which enables CAI to perform quarterly analysis of the rate card. ERI data has been used to establish the proposed wage rates within our pricing proposal, RFP_Attachment_4_Product_Pricing.

Another pricing component is the markup that suppliers apply to base wages. The markup covers all costs and obligations that any employer must pay prior to calculating a profit. In developing a subcontractor markup for the Contract, we created a formula to cover their costs. For example, payroll costs, employee benefits to comply with the Affordable Care Act, and costs associated with doing business – like insurance coverage – were included.

Figure 23: Example - Elements of Wage-Based Rate Setting

Supplier Quality

CAI includes specific quality control points in our subcontractor agreements. These agreements require the following of all enrolled subcontractors:

• Industry-accepted technical screening

• Limitations on the layering of subcontractors

• Legal employment requirements

• Requirements to audit payroll, if needed

CAI uses the Supplier Dashboard (Figure 21) to illustrate a specific supplier’s performance. The dashboard highlights specific points of performance – both positive and negative – and enables the supplier and the VMSP to discuss and evaluate performance and potential areas of improvement.

4.4 Options and Alternatives RFP Reference: Pg. 19. §4. Technical Response ¶ 4. Any options and alternatives



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proposed.

Our experience serving our VMSP clients for over 12 years has given us the opportunity to streamline the solution and offer the following services within the proposed fee structure. Many VMSPs offer these services through additional billable hours or fees, but CAI includes them in the proposed rates.

4.4.1 Non-IT Contingent Labor Services

CAI has the capability and experience to provide contingent hire across labor category types other than IT related skills. With more than 30 years supporting the staffing industry, CAI has built up a network of clients and customers in Federal, state and local, and commercial organizations that have used our services to find and hire various skilled, semi-skilled, and non-skilled contingent labor resources. We have provided resources that range from warehouse operators and customer service staff, through to mailroom workers and logistics coordinators.

In a few instances we have worked with our existing VMSP programs to develop new service offerings that encompass a broader range of labor categories. We target specific labor categories, provide the same research and evaluation of labor category rates, and develop specific rate cards that reflect the local hiring regions and states. Because we are a national company with offices in 21 cities, we have a strong supplier base that we can reach out to that can help build a non-IT service offering. This allows us to adapt our existing VMSP process quickly and efficiently, and offer our clients a broader range of support than might be traditionally available with IT-centric organizations.

4.4.2 Financial Services Support

The cash flow cycle is a critical success factor to any VMSP program. If a VMSP is unable to provide invoices in a format that allows an agency to pay an invoice – or has to wait to pay a supplier until they receive payment from an agency – that cash flow can be impacted. This ultimately impacts the ability of a supplier to pay their candidates which could result in disruption of service if the candidate is no longer able to continue working without payment. CAI has proven over the past 12 years that we successfully manage the financial aspects of the VMSP program. Our financial services are provided at no additional cost to the Lead State:

• Flexible invoice formats

• Time tracking and invoicing based on specific funding sources

• Grant Funding support

• Tracking of spend for Grant monies

• Special invoicing requests so Grant monies are not “lost”

• Invoice validation support – auditing the approved time in PeopleFluent® against the time submitted in agency-specific time entry systems

• Invoice supporting documentation – reports with PeopleFluent®-approved time detail

• Payment to suppliers even when payments have not been received from agencies, barring extreme circumstances such as budget impasse



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• Accounts Payable support to suppliers – online system to review payments or AP Team support

• Time submittal and time approval monitoring – we don’t ask the agencies to track timesheets

4.4.3 Support for Statement of Work Processing

We understand the need for the Lead State to achieve cost savings and retain quality of work. Because we strive to stay abreast of the industry best practices in the contingent labor field, we are pleased to propose the option for an additional business process where agencies could procure a group of resources from the same supplier through a Statement of Work (SOW).

The process is a standard in the industry and one which CAI would adapt to the specific needs of the Lead State and the supplier community; this would enable agencies in certain situations to have the ability of procuring resources at a cost below the published Not to Exceed (NTE) rate card. As an example, CAI works with the State of Arkansas and the Commonwealth of Virginia to provide deliverable-based SOW projects across 15 specialty areas that encapsulate the current projects within the state.

The high-level process is depicted in Figure 24. The Lead State Hiring Manager creates a service request that specifies resources that are required or the work to be performed along with any project-specific terms and conditions or service level requirements in the form of SLAs. The CAI Account Manager coordinates the release of the requirements to the supplier network, the supplier submissions, and forwarding of compliant responses to the Lead State Hiring Manager. The selection process is performed by the agency.

CAI will work with Lead State during the initial transition period to select the specific options that will be implemented and will customize the process to those needs. Our high-level implementation process for SOW Processing Support is to:

• Develop a Plan: CAI will work with the Lead State to develop a plan for implementing the new service requisition, including workflows, training, documentation, and communications planning.

• Develop Governance: CAI will work with the Lead State to develop a governance structure and oversight responsibilities. We propose using Solution Architects to assist in developing the usage standards to govern proper use of the bundled Resource option vs. the traditional T&M requisitions.

• Subcontractor Agreements: CAI will update subcontractor agreements, if needed, based on agreed-upon implementation options.

• Configure the PeopleFluent® Process: As part of implementing this process, we will modify the configuration of the Lead State’s instance of PeopleFluent® to add the functionality needed for the bundled Resource process.

• Training: CAI publishes training and documentation for both agency users and suppliers. During the start-up period, CAI will also hold separate sessions for suppliers and agency users to educate them on the new process.



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• Reports: We will continue to provide transparency into all aspects of the VMSP Contract through standard and custom reports detailing SOWs.

• SLAs: We will work with the Lead State to develop meaningful SLAs specific to the bundled Resource option. These SLAs will be unique to this process and may include small or disadvantaged business objectives and process turnaround objectives.

This option provides for increased quality measures, retaining Resource quality while maintaining competitive contract pricing.

Figure 24: Project Time and Materials Process

4.4.4 Small Business Enterprise Services

CAI is pleased to offer the following services specifically to the small business community to assist in growing this community of suppliers.

• Assistance with Managing Cash Flow

The biggest obstacle facing a small business owner is the management of cash flow, and the corresponding cost of credit to make business investments and payroll. In addition to meeting the requirement to pay suppliers regardless of whether CAI has received payment from the Lead State, CAI proposes:

• Expedited payment for 1% fee

• Support for Training and Retention of Existing Workforce

• Offer human resources consultation and immigration services to assist with immigration management and Visa support

• Offer references for the strongest performers in order to assist those suppliers in enrollment into other contracting opportunities and contingent labor programs

• Continue the mentoring and outreach services that have enabled this community of suppliers to gain a competitive edge and provide the Lead State with quality candidates

• Program Mentoring through the VMSP Program Office

• Dedicated Supplier Management Team assists suppliers in all aspects of the Contract

• On-boarding calls for small suppliers



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• VMSP helpdesk and support via online chat

• Quarterly Supplier Meetings to cover best practices in program participation, as well as industry-related education and offer the opportunity for supplier feedback

• Heads up broadcast to small suppliers to enable more time for sourcing and quality control of candidates

• Introduction and mentoring into CAI’s other Staff Augmentation/contingent labor programs

• Continuous growth of the small and disadvantaged business network

� Monitor small and disadvantaged business certified supplier list

� Provide invitations to newly certified suppliers to participate in network

� Outreach to small and disadvantaged business suppliers from CAI’s other supplier networks – provide guidance on how to become certified in other states

• Reporting and Business Analytics Support to Assist in Monitoring the Performance of the Small and Disadvantaged Supplier Community

• Report secondary spend for CAI placements

• Average bill rates for suppliers over time

• On-demand reporting in support for quarterly and year-end meetings

4.4.5 Support for Contingent Labor Topics and Risk Management

CAI is an experienced VMSP; through our participation in industry organizations such as Staffing Industry Analyst, we are able to monitor topics that may impact the Lead State and how it deals with its contingent workforce. We are pleased to include the following services in this solution:

• Affordable Care Act (ACA) Reporting - As ACA continues to impact employers and the marketplace, CAI will monitor requirements affecting the Lead State regarding who must include temporary workers in their reporting; we can quickly make program and configuration changes to enable reporting requirements as needed. Figure 25 provides an example of how ACA reporting might look.

Figure 25: Partial example of ACA report



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• Support for Contractor Classification - We will monitor changes and developments in the Federal government’s requirements regarding the classification of temporary workers, and keep Lead State management up to date on these changes during Quarterly meetings. If needed, we can quickly adapt enrollment of suppliers and management of the network to manage the risk of contractor classification.

• Support for Changes in Immigration Processing - CAI relies on immigration legal counselors to advise on the best practices for processing immigration requests, and enhance our internal processes to handle these changes and apply them consistently. We propose to continue this practice and advise Contract managers of changes that would impact the workforce.

• Support for On-boarding Changes such as e-Verify - CAI proposes to continue support for e-Verify and, if enabled through Lead State legislation, we can quickly include the process in the on-boarding processes for the program.

• Monitor Changes in VMS Industry – Through our partnership with PeopleFluent® and through our communication in the industry, we will stay abreast of changes in the VMS industry that may have an impact on the Lead State. For instance, CAI would assess the value of Lead State integration with the PeopleFluent® VMS.

4.4.6 Project Management Training for Lead State Users

CAI is pleased to offer project management training to Lead State managers at no additional charge to the Lead State through our IT Metrics and Productivity Institute (ITMPI).

CAI recognizes that the value of a contingent workforce is intertwined with the management of those workers. CAI is pleased to offer enrollment through a request to our CAI VMSP so that those Lead State managers tasked with managing augmented staff along with their own staff are easily able to maintain their continuing education credits.

ITMPI is dedicated to training the existing workforce and assisting in keeping those skills current, a continual challenge for any organization. The ITMPI is an organization founded, supported, and fully funded by CAI to improve the practice and management of software development and support. To this end, ITMPI maintains a clearinghouse repository of best practices research on the Internet. The site (www.itmpi.org) contains hundreds of articles on every aspect of the software development lifecycle, on IT management-related topics, and on various process improvement initiatives. There are book recommendations, interviews with authors and CIOs from around the world, and links to other websites with valuable information as well. Please refer to www.itmpi.org to see the full range of ITMPI offerings.

The ITMPI coordinates a series of educational “best practices” webinars each week with industry leaders. These “Software Best Practices Webinars” include over 100 live, interactive, web-based lectures each year with leading industry experts from around the world. They are accredited by the Project Management Institute (PMI) as one Professional Development Unit (PDU) of credit for continuing certification of Project Management Professional (PMP) managers. We would be pleased to provide the Lead State access to our internal and external network of industry-leading IT professionals, if appropriate.



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4.5 A Web-Based Solution Solicitation Reference: Pg. 19. §4. Technical Response. ¶ 5. Include a complete narrative on the Proposers web based solution, along with screen shots

PeopleFluent® is CAI’s VMS of choice. Through the VMS, the Lead State and other PEs have complete transparency into every step in the workflow, from candidate selection to time entry. CAI and PeopleFluent® have created a repeatable process we deploy to all our clients resulting in a high value customer partnership. The solution integrates with virtually any system of record using CSV or XML file transfer and is secured by PGP encryption. This award-winning software is best of breed and our team includes experts in its use and support. This narrative describes our proposed VMS, the methodology for deploying it, its operational requirements, and how we use the tool as part of the overall solution.

CAI has worked with PeopleFluent® VMS for more than 12 years and has a team of experts that know the technology. CAI and PeopleFluent® have an excellent working relationship, as it is our VMS tool of choice in all our other VMSP contracts. A strong advantage of CAI’s solution is our use of PeopleFluent® and our

expertise with this VMS tool. With significant PeopleFluent® VMS history and expertise with configuration, support, and reporting, we are able to build a tailored solution that reflects the requirements of the Lead State and other PEs as they on-board.

The VMS tool is a core component of the infrastructure. Many staffing firms have developed their own ‘home-grown’, internal VMS tools to automate processes. Some of them may elect to continue development once the Contract is awarded and the functionality may not be fully tested or in production at the time of award. While the up-front cost may seem lower, the disadvantages of proprietary VMS tools may create hidden costs:

• They may lack the flexibility to configure to agency-specific processes

• They may not be in a certified data center with full back-up capability

• They may require costly modifications if your processes change

• They may not be as scalable or secure as non-proprietary VMS tools

• They may not meet the disaster recovery standards required by the Lead State or other PEs

• They may require a great deal of manual back-office processing for invoicing

• They may not meet audit standards necessary for time-keeping

• The data and reporting capabilities are often limited, and may not meet the complex requirements for large public enterprises accountable to transparency requirements

The PeopleFluent© VMS is highly configurable, highly accessible, and highly reliable. Configurability is important because in every instance where we roll out the VMS to a new PE, that entity will have its own nuances, and we want to be able to adapt the tool to the needs of each entity as well as to changes in the marketplace.



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The CAI team can quickly set up new user accounts, enabling state staff to access the system and see all relevant Contract data, as well as easily implement new job categories, pricing structures, templates, etc. We can also modify the release and/or approval process, or other workflow-related aspects of your processes. We can configure the system to send notifications of events, such as an unsuccessful background check for example. We can modify the supplier pool mechanism – how we group suppliers – to reflect changes in the Lead State or PE policy or requirements such as targeting disadvantaged business. We can also add new fields in order to track new data points such as ‘reason for rejection’ or ‘disengagement of candidates’.

CAI has provided a copy of a typical Training Guide that would be provided to the Lead State and to PEs as they on-board to the program, at Appendix_14_PF_VMS_Example_Train_Guide_CAI. The document provides the navigation and process flow of how to access the many features and benefits of PeopleFluent®.

We have provided the ‘home page’ graphic,

Figure 26 , as an example. The main page of the system after you log in allows you to initiate the following tasks:

• View or edit your user information

• Enter a new requisition

• Access your active requirement

• Review requirements that may need your approval

• View candidates that have been submitted to your requirements

• Search for requirements, candidates, and timesheets

• View reports

Figure 26: PeopleFluent® VMS 'Home Page'

CAI has extensive capability in configuring the PeopleFluent® VMS, to satisfy the unique staff augmentation needs of each of our clients. VMSP Operations Team members are specialists in configuring the VMS to facilitate the workflow of the VMSP services. Our Help Desk associates



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have many years of experience in answering PeopleFluent® users’ questions. To meet the Lead State’s requirement for a Help Desk, we will have a support team on call to assist users with questions regarding the VMS and its capability.

PeopleFluent® VMS provides real-time delivery of actionable knowledge and analytics. The comprehensive library includes best market practices to analyze your contingent workforce by skill utilization, supplier spend, budget to actual, labor hours analysis, and more to optimize future spend and to identify forward-looking optimization opportunities. VMS BI includes more than 90 business optimization dashboards based on leading industry best practices which are easily customizable to each client and fully documented. Multiple levels of user authorization provide secure access to information in the data warehouse, giving end users, program sponsors, and executives real-time access to information – not merely raw data – empowering informed business decisions.

PeopleFluent® VMS helps organizations effectively and efficiently manage their temporary workforce, including contingent and consultative labor. By focusing on improving operational efficiencies, cost controls, and compliance for staff augmentation, the solution enables companies to successfully deliver results and leverage the temporary workforce as a strategic component of the overall human capital management strategy. The use of BusinessObjects as its reporting tool provides multiple methods of access to real-time metrics. While other VMS applications perform nightly backups of data to a reporting database, reports from BusinessObjects in PeopleFluent® allow for ad hoc and scheduled reporting against up-to-the-minute data which can be exported to MS-Excel .xls and .xlsx; Adobe .pdf; and .csv files. CAI has multiple team members within the PMO that have expertise in quickly creating reports for specific needs.

4.5.1 VMS Deployment

The deployment of PeopleFluent® is straightforward with almost no interruption to current services. The PeopleFluent® VMS is a SaaS application, meaning that it is a web-based architecture. End users and administrators access the application via the Internet using a variety of web browsers.

The Internet interface is the only required software; it does not utilize plug-ins or applets on the local devices. We have used this software for more than 12 years, with great success. Once the user account has been set up, a number of minor configuration tasks need to be completed to ensure that the application is consistent with the supplier or Lead State’s IT security and email policies and procedures. Once these have been configured, the users have full access to the features available. Per PeopleFluent®’s published availability reports, the application has an ‘up time’ of over 99.9%.

The PeopleFluent® application is able to integrate with any back office system including Oracle, PeopleSoft, and SAP as an example. Integration is a part of our solution delivery. The integration process is managed and implemented by CAI and its Operations Team.

CAI has detailed its approach to implementation in VMSP Implementation (page 63). We cover planning, execution, further introduce our team, rollout of the VMS, and transition of resources. We also discuss Training Program Staff and Subcontractors on the VMS (page 57) which is fundamental to the success of the overall program.



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4.5.2 Subcontractor Management

Our dedicated Supplier Management Team provides all the necessary tools to support the success of the suppliers. The team works with suppliers during Contract startup and provides training and support. Once the Contract is transitioned, we support suppliers by mentoring them on their placements, meeting with them one-on-one, and providing them with feedback on their submissions and placement history.

CAI understands that it is solely liable for the actions and performance of any subcontractor or supplier. Many of our VMSP programs have similar types of clauses, where the vendor has the responsibility for delivery and cannot pass the blame to a supplier failing to perform. CAI has the capability and capacity to be ready to step into a challenging situation and provide the Lead State with the correct resources if a supplier is experiencing difficulties. This is not our first option; we would rather work with the supplier and Resource to rectify the concern. However, in instances where the time frame is affecting the client’s mission, CAI has the capability to support as necessary.

4.5.2.1 Managing Subcontractor Network

CAI proposes to create a tiered pool of suppliers to support the Lead State (

Figure 27). The criteria for each pool reflect the qualifications and certifications of each business. CAI proposes, at a minimum, to build supplier pools that include local, small, and disadvantaged business types. We will work with the Lead State to establish metrics that ensure minimum revenue amounts flow to these business types. This helps build the suppliers’ local community by creating work opportunities and jobs, as well as supporting the Lead State or any other participant state, in meeting their small and disadvantaged business goals.

The idea is that small business and disadvantaged businesses form the first supplier pool, Pool 1. This allows CAI to drive initial requirements to that pool, and working against certain criteria, provide them with a lead time to respond. Pool 1 also includes ‘niche suppliers’.

Niche suppliers provide rare or difficult skill sets as well as other types of recruitment activity such as executive search. Having suppliers with specific experience in more difficult skill sets helps augment the supplier pool and ensures that the Lead State will always be supported regardless of what type of requirements they have. Should Pool 1 not be able to fulfill the requirements within a certain time period, CAI opens up the requirement across the supplier network to include Pool 2, consisting of large, nation-wide, and multi-national businesses.



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Pool 2 suppliers will be utilized under several scenarios: multiple resource requirements where the Lead State has a very short time-to-fill window; roles that are typically harder to find and where it appears prudent to have as many businesses searching as possible for specific skills; and when Pool 1 suppliers are struggling to find a suitable candidate after a given period of time.

Pool 2 suppliers are typically non-local businesses or large recruitment and staffing firms that do not meet small business or local criteria. In understanding the Lead State’s target of trying to grow local business and employ local personnel, Pool 2 suppliers will be used on a contingency basis only. Having successfully used this approach in the past, we believe that it provides the greatest benefits to the Lead State and encourages strong economic growth within the local community.

Figure 27: Supplier Pool Management

4.5.2.2 Subcontractor Enrollment and Agreements

CAI proposes an Open Supplier Network, illustrated in

Figure 28. Qualifying suppliers – those who meet the criteria below to participate – can join the Open Network at any point during the Contract in order to compete for Lead State business. A supplier obtains all contract documentation required for joining the supplier network from CAI’s public facing contract portal website. From this website, the supplier downloads “how to”



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instructions on joining the network(s), the subcontractor agreement between CAI and the supplier, and a list of documents that must be returned to CAI.

In each of our vendor managed implementations, the basic criteria for inclusion in the supplier network are:

• Supplier must not be prohibited from doing business within the Lead State.

• Supplier is clear of any published supplier disbarments.

• Supplier has a signed subcontractor agreement with CAI.

• Copies of W-9, all required insurance certificates, and marketing literature has been presented.

• Signed agreement to work to the fixed rate supplier card. Each supplier receives the same fixed rates for each of the positions listed on the rate card. This enables fair competition across the supplier base.

• Client-specific criteria as provided by the Lead State or any PE.

This information is validated in the signing of a subcontractor agreement (SA). We will utilize unique SAs across the Contract. This is to reflect specific state laws within each region. One size doesn’t fit all, so we adjust our terms accordingly.

Figure 28: Candidate Supply Chain using an Open Network

4.5.2.3 Transition of Existing Contactors CAI will work with the Lead State and each PE to transition in existing suppliers to the new system. We will evaluate the capability and performance of each existing supplier, where their strengths and weaknesses lie, and in agreement with the new terms and conditions on-board them into the new system. The transition of existing contractors is discussed in Selecting Resources for Transition, page 68, as part of the Implementation Plan.



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4.5.2.4 A Commitment to Small/Minority Enterprise Subcontractors CAI has a strong, real commitment to the success of small, women-owned, disabled veteran-owned and minority-owned (SWDV/M) suppliers. We are eager to continue to engage with this community of firms and facilitate the same success we’ve enabled in our other State implementations. Our success with the small business community is not an isolated event, nor does it happen on its own. Under our Commonwealth of Virginia VMSP contract, we have consistently exceeded 70% Small-, Woman- and, and Minority-owned (SWaM) participation. Our success in VA and other states is the result of constant, day-in-day-out Account Management providing countless hours of training, coaching, and mentoring to targeted businesses. CAI understands that the Lead State has currently has a 25% minimum of small- and minority-owned business participation. CAI will target that number at a minimum; however we will aim to exceed that percentage. We have successfully met targets as high as 70% inclusion, and we will work with the Lead State to share our understanding and capability of how we can exceed expectations.

Maintaining a fully populated Resource pool available for immediate deployment across Lead State agencies is a critical success factor for the Contract. As is true in any market economy, our ability to supply candidates is based on correctly pricing the resources and building/ monitoring the supply chain to deliver it.

We understand the Lead State goals include promotion of SWDV/M suppliers, and our methodology is designed (

Figure 27) to target the Small/Minority Business Community and top performing suppliers. We have created a vendor-neutral solution that is open enrollment across all regions. We have established relationships with a number of SWDV/M businesses prior to initiation of the contract, supported by commitment affidavits attached. This approach allows us to hit the ground running with vetted and able suppliers, and help the Lead State start to meet its performance metrics earlier than anticipated. This approach gives us time to build the relationship, establish the strengths of the supplier, and understand where they may need assistance and support.

In response to Addendum 4, Question 5, CAI has an established supplier pool in place prior to Contract award. This allows the CAI solution to be implemented quicker and reduces risk in finding capable suppliers after award when requisitions are starting to be released. The following table (Figure 29) identifies the number of SWDV/M suppliers per region that CAI has entered into an agreement with to be a supplier.

Each supplier has provided a signed document attesting to their socio-economic business status. A copy of each document has been uploaded as Appendix_4_Supplier_Affidavits_CAI. The current number of suppliers per region will grow during the Contract period of performance and prior to Contract award. The numbers represent our ability to build a supplier pool across all regions in the first instance.



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Figure 29: Pre-established Supplier Network

4.5.2.5 Mentoring Subcontractors Mentoring a subcontractor network is done through initial on-boarding training sessions (that the supplier is invited to attend upon activation in the network), quarterly supplier meetings (which focus on contract updates and best practices), and quarterly supplier training webinars (which focus on the use of the PeopleFluent® VMS). In addition, the Supplier Management Team provides help desk support to the network. The subcontractors and their resources can contact the team at any time with questions on the contract and the use of PeopleFluent®.

CAI Account Managers also provide mentoring to the suppliers with face-to-face meetings where the contract metrics specific to the subcontractor are reviewed. Through these meetings, the Account Manager is able to mentor the subcontractor on ways to be successful under the contract.

A subcontractor portal is available to the network that is a “one stop shop” where suppliers can find all of the vital information and documentation needed to participate and thrive in the program. As shown in

Figure 30, this portal provides a Live Chat feature (staffed by CAI’s Help Desk staff) designed to quickly and efficiently answer any questions.



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Figure 30: Sample VMSP Contract Portal

4.5.3 Training Program Staff and Subcontractors on the VMS

CAI has extensive experience providing training on the PeopleFluent® VMS and our approach to providing VMSP services. Training for program staff focuses on a number of key topics so that the Lead State’s user community is able to use the features of our program. Our approach to presenting these topics can be tailored to program staff requirements and availability. We can present topics sequentially in one session covering the entire workflow, or as individual sessions for users who want to focus on a particular point in the workflow or those who may have time restrictions.

During the program kick-off meeting, we will establish the number of required users and develop a plan that suits the overall goal of the Lead State, with flexibility being fundamental. While training new users is a major focus during implementation, these training sessions are made available throughout the life of the Contract.

• PeopleFluent® Navigation – All Lead State users are trained on how to navigate through the pages in PeopleFluent®.

• Creating a Requirement – Lead State Program Managers who submit task orders are trained on the process of creating a requirement within PeopleFluent®.

• Approving a Requirement – Approvers who have approval/rejection authority of submitted requirements are trained on the process of reviewing and approving/rejecting a requirement within PeopleFluent®.

• Selecting Candidates – Lead State Program Managers are trained on the processes CAI Account Managers follow to select the candidates forwarded on for consideration; as well as the processes they follow to review and select a candidate for engagements within PeopleFluent®.

• Approving Expenses – Lead State Program Managers who have authorized expense reimbursement on their task orders are trained on the process of reviewing/approving/ rejecting expenses within PeopleFluent®.

• Approving Timesheets – It is our understanding that approval of time by the Lead State will be done within the Lead State’s time entry system. However, if desired, time approvers are trained on the process of reviewing/approving/rejecting timesheets within PeopleFluent®.

• Evaluating a Candidate – Lead State Program Managers with engaged resources are trained on the process of evaluating the engaged candidate within PeopleFluent®.



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• Reporting – All Lead State users have the opportunity to learn how to run and/or create their own reports within PeopleFluent®.

CAI will also assist the Lead State in developing a curriculum and materials specifically for Lead State user training on processes and procedures, if that subject material goes beyond what is covered in our standard training. To accommodate the schedules of Lead State personnel, several methods of training delivery are offered:

• In person, hands-on training

• provided to individuals or groups

• scheduled as needed

• can be done on-site or CAI facilities

• Training with real-time webinars using Citrix GoTo or similar solution

• provided to groups of users

• quarterly reviews highlighting new processes or PeopleFluent® functionality

• as needed training of entire workflow

• 24x7 access to training materials via PeopleFluent® ‘Guide Me’ functionality

• available to all users with a PeopleFluent® login

• houses contract documentation including training guides and training videos

• has decision support functionality to guide users to specific results

Training for subcontractors will follow a similar plan:

• PeopleFluent® Navigation – All users are trained on how to navigate through the pages in PeopleFluent®.

• Reviewing a Requisition – Suppliers are trained on the information provided by Agency Lead State Program Managers on a requisition and the key data points within PeopleFluent®.

• Submitting a Candidate – Suppliers are trained on the process of submitting candidates in PeopleFluent®.

• Submitting Timesheets – Suppliers and engaged candidates are trained on the process of submitting timesheets within PeopleFluent®.

• Submitting Expenses – Suppliers and engaged candidates are trained on the process of submitting expenses within PeopleFluent®.

To accommodate the schedules of suppliers, several methods of training delivery are offered:


• provided to individuals or groups

• scheduled as needed

• can be done at agency location or CAI facilities

• Training with real-time webinars using Citrix GoTo or similar



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• provided to groups of users

• standing quarterly training to new users

• web-based training

• available to the individual via Internet or portal

• anytime, anywhere access with login credentials

CAI’s target is to ensure all users within the Lead State and our suppliers are fully cognizant of the features and capabilities of the PeopleFluent® system so that they can take advantage of all the functionality available. We will provide our training packages online so that users can access the information to help them take a refresher course, or use it to help new users within each organization.

4.5.4 Centralized Billing and Payment CAI understands the need for a centralized billing and payment process so that the Lead State and other PEs only have to deal with one ‘point of contact’. CAI’s workflow alleviates the challenges the Lead State faces through trying to pay multiple suppliers, check timesheet accuracy, ensure prompt payment, and the numerous other activities that need to take place. Our VMS platform is scalable and configurable which allows CAI to provide a tailored solution unique to each PE, taking into consideration their specific requirements as well as the requirements of the supplier who is providing the IT professional engaged on the contract.

Figure 31 describes our financial workflow.

Figure 31: Financial Workflow designed to support Small Business

4.5.4.1 Timesheets Understanding that the contractor may be required to enter time into both PeopleFluent® and an agency-specific timekeeping system, depending on the PE terms, CAI has the ability to generate a time file that can be uploaded to an agency’s financial system, if desired. Electronic timesheet/invoice files are successfully being processed in our VMSP contracts with other states. CAI can also provide time reports that agencies can use to compare the time entered in their time reporting system versus that entered in PeopleFluent®. PeopleFluent® VMS can also import a timesheet file from a separate time system and import the time data into PeopleFluent®

VMS. Through the Integration Manager, CAI can configure a process that imports time data from the State’s time management system.

As an example, the “Purchase Order (PO) Limit Audit Report” contains information on the remaining dollar amount for each active PO based on approved timesheets for an agency (



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Figure 32).

Figure 32: Timesheet Process for the Lead State

Discrepancies are investigated and corrections are made either to the agency’s time reporting system or to timesheets in PeopleFluent®, depending on which system was correct.

4.5.4.2 Invoicing The cash flow cycle is a critical success factor to any VMSP program. If a VMSP is unable to provide invoices in a format that allows an agency to pay an invoice or a VMSP has to wait to pay a supplier until they receive payment from an agency, that cash flow can be impacted. This ultimately impacts the ability of a supplier to pay their candidates, which may result in disruption of service if the candidate is no longer able to continue working without payment. CAI has proven over the past 12 years that we successfully manage the financial aspects of the VMSP program. All of our financial services are provided at no additional cost to the Lead State:

• Flexible invoice formats

• Time tracking and invoicing based on specific funding sources

• Tracking of spend for Grant monies

• Special invoicing requests so Grant monies are not “lost”

• Invoice validation support – auditing the approved time in PeopleFluent® against the time submitted in agency-specific time entry systems

• Invoice supporting documentation – reports with PeopleFluent®-approved time detail

• Payment to suppliers even when payments have not been received from agencies, barring extreme circumstances such as a budget impasse

• Accounts Payable support to suppliers – online system to review payments or AP Team support

• Payments to suppliers based on approved time

• Time submittal and time approval monitoring – we don’t ask the agencies to track timesheets



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• Grant Funding support

Invoices can be generated by funding source with detail including customer addresses, billing period, Resource names, hours worked, rate, and billed amount. Invoicing can be done via traditional “paper” invoices which are mailed to the client, invoice reports which are emailed to the client, or via an invoice time file.

CAI will configure the VMS tool and agree upon invoicing formats for each PE. Requirements are discussed at project kick-off and delivered during implementation.



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4.6 Attachment 3, Mandatory Technical Questionnaire RFP Reference: Pg. 19. §4. Technical Response. ¶ 6. Attachment 3, Mandatory Technical Questionnaire, including any requested documentation

CAI has responded in entirety to the Mandatory Technical Questionnaire. We have provided complete, concise answers. We have referenced proposal sections and other relevant documents (attached as appendices) where appropriate to retain consistency in response.

• RFP_Attach_3_Mandatory_Tech_Quest_CAI



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4.7 VMSP Implementation RFP Reference: Pg. 19. §4. Technical Response. ¶ 7. Implementation Plan

4.7.1 Implementation Plan

CAI has 12 years of experience implementing VMSP programs of similar size and scope to the NASPO’s VMSP initiative. In this approach, we are proposing the Implementation of the VMS and PeopleFluent® VMS as a specific project, with defined start and end dates. The project plan is fully executable and also serves as the model project plan which will be used for other PEs participating in the program as they are rolled out. We know that this model works as it has been proven across multiple instances since 2004. This provides CAI with the ability to implement multiple PEs either concurrently or sequentially depending on the requirements of each state and the Lead State. We have provided a MS Project version of the Implementation Plan as Appendix_9_Implementation_Plan_CAI.

As a large organization with significant experience delivering state-wide managed service provider solutions, CAI has the financial capability and resource capacity to stand-up multiple regions on contract award. This capability is not true of all organizations, and it is a risk that CAI significantly reduces. Risk is reduced through the strong financial standing of CAI, the Implementation Team and Account Management Team experience that has been developed in rolling out 10 state VMSP contracts to date, as well as the relationship with PeopleFluent® and the implementation of their product in multiple instances over many years. Fundamental to the implementation is communication. Strong communication throughout the project is a critical success factor. This means that all parties need to keep each other appraised of any changes or developments that may affect the implementation and the schedule. We have learned over the years that an open communication path mitigates risk and delay significantly; it allows CAI to manage potential obstructions and provide solutions or alternatives to keep the project implementation on track.

CAI anticipates an implementation period of five weeks, not including two weeks of planning and Contract finalization. CAI is flexible with its scheduling, however; there are time constraints related to setting up a supplier network. The plan also includes transitioning resources and suppliers from Connecticut’s current 12PSX0251 contract.

Below is a summary of key tasks and milestones to be met during the implementation to ensure we are on track. These activities are incumbent on both CAI and the PE, and to guarantee success each organization will need to be fully cooperative and supportive of the tasks to ensure a seamless transition into the new Contract. The process will include interaction with key stakeholders and agency representatives.

Our proposed Implementation Project Plan, presented in Implementation Schedule, page 71, provides the detailed tasks and key milestones during the proposed implementation period. Milestone activities and approximate timing are listed here. The final timing will be firmed up once the final implementation plan has been approved.



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Key Milestone Activity Estimated Time Period

VMSP Implementation Planning

1. Contract Negotiations Planning Week 1

2. PeopleFluent® Planning Planning Week 2

3. Connecticut Kick-off Planning Planning Week 2

4. Implementation Planning & Approval Planning Week 2

5. Schedule Week 1 (Discovery) Activities Planning Week 2

6. Finalize Implementation Schedule Planning Week 2

VMSP Implementation Execution

1. Discovery Sessions Week 1

2. Supplier Outreach Weeks 1-5

3. Initial Communications/Announcements Week 2

4. Early Transition Activities Week 2

5. Develop CT Information Packets Week 2

6. PeopleFluent® VMS Configuration Weeks 2-4

7. Agency & Supplier Presentations Week 3

8. CT/Supplier Meetings/Transition Week 3

9. Standup Production PeopleFluent® VMS Week 4

10. CT On-boarding Process Development Week 4

11. Agency PeopleFluent® VMS Training Week 5

12. Supplier PeopleFluent® VMS Training Week 5

13. PeopleFluent® Site Approval Week 5

14. Go-Live! Week 5

4.7.1.1 VMSP Implementation Planning (3 weeks) Our plan begins with the notification of award estimated at January 6, 2017. We have allowed a two-week period for Contract Negotiations and planning. While planning activities will occur during this timeframe, we will not begin executing the Implementation Plan until the Contract is signed.

Planning activities during the initial two-week Contract negotiation period include planning for the kick-off, PeopleFluent® VMS site, communications, and finalizing the Implementation Plan for approval. We draft communication items that will be shared among agency staff in preparation for transition. We draft communication items for suppliers that will detail the process for joining CAI’s supplier network and transitioning current 12PSX0251 resources. We confirm timelines with our implementation plan and manage any changes to circumstances that



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move the timeline. We also conduct initial meetings with PeopleFluent® in preparation of implementation and the initial setup of the VMS.

Upon Contract award, CAI will also hire the local Account Manager to augment the existing CAI Account Management Team so that they can participate in Implementation and become acquainted with CAI processes.

We will report status and hold update meetings on a weekly basis throughout Implementation. The timing, location, and format of those meetings will be determined during kick-off. We conclude this initial period by conducting the Discovery meetings.

4.7.1.2 VMSP Implementation Execution (5 weeks) We anticipate that the five-week execution will begin on or about January 23, 2017.

Week 1

Week 1 consists of executing Discovery tasks to understand the PE’s environment. We discuss the PE’s VMS requirements, approval workflows, on-boarding requirements, and other pertinent information needed to set up the new VMSP program and VMS site. Another key part of Discovery will be to review reporting requirements and identify users who want to create their own reports via PeopleFluent® VMS.

This week also starts our Supplier Outreach activities. We begin by drafting the Connecticut-specific Subcontractor Agreement. We identify the suppliers providing existing contractors who will need to be transitioned to the next contract. We draft the introductory communications to these suppliers for approval by the PE.

We will implement our Connecticut helpdesk with a specified email address and 1-800 number for suppliers and candidates to utilize as part of supplier enrollment and ongoing Contract execution support.

Week 2

During this week, we will start to configure PeopleFluent® VMS to meet the Lead State’s VMS requirements, and work with the PE to produce and distribute communications announcing the new contract to PE agency participants and suppliers. We will draft and seek approval for the presentations that will be used in upcoming meetings. We will schedule training and contract overview venues and sessions for agency and supplier users, and PE administrators.

In addition, our team will work with the PE to define Contract-specific workflow at the detailed level: background checks, exception processes, approval requirements, etc. This is primarily process documentation associated with the new contract; some of it directly impacts the software configuration. We will also define detailed invoice requirements at this point.

A significant effort will be to draft and gain approval for communications regarding the transitioning of resources.

Week 3

Week 3’s primary focus is holding meetings with agency personnel and suppliers to educate them on the new contract, processes, training opportunities – and for suppliers – the enrollment process.



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Behind the scenes, we are setting up a PeopleFluent® VMS demo site with Connecticut-specific data so that PE stakeholders can visualize how the VMSP process is automated. This demo site is used to gain approvals for configurations that are based on the information gathered during Discovery.

Transition and supplier outreach activities also continue so that a sufficient number of suppliers are enrolled by Go-Live, and to ensure that 12PSX0251 resource transitions are planned and executed seamlessly at Go-Live.

Week 4

Week 4 focuses on PeopleFluent® VMS integration and configuration for the end user in preparation for moving it into the production site. We will develop the accounting and contracting items, working with the agency to ensure the workflow and products are understood and ready for use.

Transitioning of resources continues. Transition activities are finalized with a plan to bring across transitioning resources to the new program to ensure continuity for the PE.

We continue developing training for agency and suppliers, and ensure that the timelines for training and other transition activities have been fully communicated across all PE staff, the supplier pool, and CAI staff ready for Go-Live. Sign off for major activities will be completed, such as the production site VMS.

Week 5

This week begins with training for agency and supplier users.

Upon approval of the production PeopleFluent® VMS site, we are ready for Go-Live. The final VMS configuration will be transferred to the production site for the live date at the end of the week.

All training and communications will be completed, or near completion. CAI onsite and support staff will be working with the PE, ready to support users following the agreed Go-Live time.

This timeframe allows the PE to decide the most advantageous time for Go-Live, such as the beginning of the calendar year.

4.7.1.3 Implementation Team Our proposed Implementation Team has led each of the successful implementations of our other VMSP contracts. Together, that team brings more than 89 years of IT experience, 46 spent in VMSP services.

Our team will be dedicated to the Lead State implementation, combining on-site and remote presence. CAI’s Implementation Team has successfully transitioned 10 state government VMSP contracts, resulting in thousands of resources and hundreds of incumbent suppliers transitioned. Our approach to implementation is based upon lessons learned and the proficiency we’ve gained over the last 12 years providing VMSP services to state organizations. The goals for the implementation plan will be to successfully execute the following tasks so that the PE will be ready Day 1 to utilize the service following Go-Live.

Implement a New Rate Card

We will follow the existing technical process for implementing Contract pricing.



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Implement Connecticut’s Functionality

During Implementation, we will work closely with you to discover your processes for requisitioning and funding contracted IT resources. We will configure PeopleFluent® for those processes, allowing for future flexibility and variable approval chains.

Agency Training on PeopleFluent® VMS

We will provide structured training to agency users that will allow them to maximize full functionality of the system.

Transition Suppliers

We will meet with all current suppliers to facilitate their on-boarding and expedite resource transitions. While encouraging all to participate in the new contract, we will focus first on those suppliers with actively assigned staff.

Transitioning Existing Contracted Resources

Resources can be engaged under the new contract at the discretion of the agency, either allowing the candidate to “run out” the current PO or transitioning to the new contract immediately. We will develop a contingency plan for contracted resources whose employers choose not to participate in the new contract.

Leading our implementation team will be our Director of Transition Services, Mike Park. He will be acting as Transition Manager for this contract; he has 19 years of experience in this role and has served as Transition Manager for nine of CAI’s VMSP implementations. His experience and knowledge will be a critical addition to the initial success of the program, and will ensure that transition from the incumbent to CAI will be seamless.

The other members of the Implementation Team will be:

• Director, Public Sector Contingent Labor, Ellen Sigl

• VMSP Operations Manager, Linda Leiby

• Sr. Account Manager, Scott Edwards

• Account Manager, who will be brought on board before or during Implementation

Other select members of our VMSP Operations staff will participate in requirements determination, tool configuration, documentation, and training.

4.7.1.4 Rolling out PeopleFluent® VMS Our Implementation Schedule (below) includes the tasks involved in implementing our VMS tool, PeopleFluent®.

The deployment of PeopleFluent® VMS is relatively simple with no interruption to current services. The PeopleFluent® VMS is a SaaS application, meaning that it is a web-based architecture. End users and administrators access the application via the internet using a variety of web browsers. A web browser is the only required software; it does not utilize plug-ins or applets on the local devices.

CAI has used this software for more than 12 years, with great success. Once the user account has been set up, a number of minor configuration tasks need to be completed to ensure that the



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application is consistent with the supplier or PE’s IT security and email policies and procedures. Once these have been configured, the users have full access to the features available.

The key milestones for implementing the VMS tool are described VMSP Implementation (page 63). Details of the tasks, milestones, and timing are included in the Implementation Schedule below.

4.7.1.5 Reporting Status During Implementation, we will meet with stakeholders and key agency users on a weekly basis to report status and accomplishments, discuss issues that may be discovered, and look forward to plans for upcoming activities. These meetings will be led by our Transition Manager, Mike Park, and will include other members of the Implementation Team as well.

4.7.1.6 Selecting Resources for Transition CAI will work with the Lead State to determine a specific transition timeline plan that eliminates any potential for disruption of service with current resources. We have experience tailoring these plans whether for a specific cut-over date for all resources or a gradual ramp-up tailored to match individual Contract end dates. We have been able to successfully transition resources under a new contract in each of our implementations.

However, we work with the resource’s employers and the agencies to properly categorize the positions, which is the key to transitioning resources. We will transition the incumbent engagements at the current or better rates, rather than trying to ‘fit’ them into the new contract’s rate card. Our Account Manager will then work with the Lead State to place the individual(s) in the appropriate job classification under the Contract. We will present this to the subcontractor for agreement, and then open a transition requisition for the “named” Resource. We make it easy for existing suppliers to join the network; and transitioning their resources is a quick process. We communicate frequently and fully with the PE, suppliers, and engaged resources to diminish any disruptions; as a result, we have a high retention rate which we measure through the attrition SLA, i.e., attrition is low.

For suppliers who do not wish to participate in the Contract, we will resubmit requisitions to the Supplier Pool. Based on experience, we will be able to meet all Contract SLAs to replace incumbent resources whose employers elect not to participate.

The steps listed below expand upon the preliminary implementation plan presented in Implementation Schedule, page 71, that will be presented to the Lead State at the beginning of Contract implementation. Figure 33 outlines the methodology for transitioning existing staff augmentation resources to the VMSP Contract. Figure 33 is augmented by Appendix_11_Detailed_Transition_Plan_CAI.

A transition occurs when an agency/hiring organization needs to continue the service of a Resource already working under a different contract. The goal of transition is to avoid any potential disruption to service and to enable the hiring organization’s continuity of operations while the Lead State achieves the goals outlined for the IT VMSP program.

At project kick-off, the assumption is that the Lead State will provide a list of all resources to be transitioned to the new contract. CAI will create a document to track the progress of the transitions and present status updates to the Lead State on a weekly basis. These weekly updates will include:



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• Status of the suppliers expecting to transition

• Hiring organization activities toward transition

• Timeline for the hiring organization transition

• Supplier responses to transition requirements

• Potential use for the Exception job category, if applicable

• Confirmation of successful transition

• Confirmation of transitions that were filled through the competitive process

1. Communicate the date for transition

The Lead State will set a date for transitioning and communicate that to all hiring organizations. CAI has sample communications to assist the Lead State.

A hiring organization may choose to transition resources at the end of their current contract duration, or they may choose to terminate existing contracts and transition the resources into the program sooner.

CAI will maintain an open dialog with the agencies listed in the inventory and offer assistance in determining the best timeline for their transitions to occur so that the Lead State objectives can be met and business continuity can be preserved.

2. Identify all Resources that will be transitioned

The Staff Augmentation baseline document will list the Contract Resources performing service at the time of document creation. It includes the following information: agency/hiring organization, agency/hiring organization contact, Resource name, supplier, current contract vehicle, approximate Staff Aug job category, mission critical weighting, current rates, hour, cost, start date, end date, and renewal date.

CAI will continue using this detail to maintain dialog with the hiring organizations and work with each of them to manage the timeline and transition activities as they determine how to best meet their business needs. In addition, CAI will provide this information to the affected suppliers as the transition activities move forward.

Assumptions

Agencies/hiring organizations have accurately been able to identify contract resources.

CAI understands agencies/hiring organizations may uncover additional transition resources while working on the transition activities, or that some of the listed resources will complete the work and roll-off assignments prior to the end date, since it is the nature of temporary contingent labor.

3. Discuss transition details with incumbent supplier

Any incumbent suppliers or engaged resources with questions on the program or the transition process are encouraged to contact CAI. Our experience tells us that maintaining an open dialog with all parties involved in the transition process is important to minimizing disruptions in service.



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CAI will continue dialog with the incumbent suppliers and encourage them to join the network and allow seated Resources to transition to the new contract. This allows the seated Resources to continue the good work they have already begun in the hiring organization and provides for the Lead State’s business continuity.

CAI will also work directly with the supplier to bring them into the network.

Lead State Program Managers may choose to communicate with engaged Resources regarding the transition activity or the need for those Resources to perform knowledge transfer to a new transition Resource.

In those instances where an incumbent supplier has refused to join the network to continue service, the Lead State Program Manager may choose to place those engaged Resources in contact with CAI to gain more information about continuing service.

In those instances where an incumbent supplier refuses the request for the Resources, CAI will inform the hiring organizations and be prepared to seek a new candidate through the competitive process.

4. Receive supplier acceptance of PeopleFluent® VMS requisition

The incumbent supplier can go into PeopleFluent® VMS and submit the requested Resource to the job requisition. CAI will screen the submitted Resource and forward the Resource to the Lead State Program Manager within three business days. CAI will engage the candidate in PeopleFluent®, allowing the Resources to submit timesheets in the system against the approved delivery order each week. If the firm designated in the PeopleFluent® VMS requirement does not submit the candidate to the requirement by day four, CAI will alert the requesting hiring organization of the supplier’s refusal to the requirement along with the reason for their rejection. The hiring organization may choose to seek another candidate through the competitive process.

Figure 33: Approach to Transition Existing Resources



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4.7.2 Implementation Schedule

The Lead State Implementation project (Figure 34) is a 36 business day project. The final MS-Project Plan will be delivered as part of the Implementation Planning phase. All dates and final implementation duration will be confirmed and approved by the PE during program kick-off.

Figure 34: Lead State Implementation Schedule



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4.8 Disaster Recovery RFP Reference: Pg. 19. §4. Technical Response ¶ 8 Disaster Recovery Plan

In this section, we are focusing on the disaster recovery plans (DRPs) for the three technical elements of our solution: PeopleFluent® VMS, CAI’s DAX accounting system, and CAI’s MS-Exchange Outlook system. These three components affect the mission of the Lead State or PE in the event of a disaster or emergency that affects CAI’s and PeopleFluent®’s IT systems. Therefore it is CAI’s goal to ensure they are online and functioning in a usable capacity as quickly as possible so that the provision of our services to the Lead State or PE suffers minimal disruption. We have provided a copy of the CAI Business Continuity Plan to augment our disaster recovery methodology described below.

4.8.1 PeopleFluent® VMS

PeopleFluent® restricts the details of its DRP for security reasons. PeopleFluent® VMS is offered as a SaaS and the software and data are housed in a data center that is ISO-27001 and PCI-DSS certified.

PeopleFluent®’s DRP provides for a Recovery Time Objective of 72 hours.

PeopleFluent® will share its DRP with you during Contract negotiations, with a signed Non-Disclosure Agreement (NDA) in place with the client.

4.8.2 Computer Aid’s Accounting System – DAX

CAI's production servers for its DAX Accounting System are housed at our Allentown, PA, data center (see Appendix_1_Bus_Continuity_Plan_CAI).

Physical continuity is protected by an FM200 fire suppression system, UPS backup, and an electrical power generator; the computer room has three redundant HVAC units. Physical security is enforced through ID badges and security cameras on each floor of the building.

Data backups are performed routinely and backups are stored in a second data center in another location. All application and data servers are backed up on a nightly basis, written to a disc in our data center. These disc files are then moved to tape and retained in Allentown.

We protect our DAX system with redundancy and mirroring of systems and data:

• A second set of application and database servers are housed at our recovery site data center. These servers, doubling as test/development environments, are also our production recovery point if the main data center is compromised. The database and production version of the code can be installed on these servers in the event of an emergency.

• The production DAX database uses Microsoft SQL Server Database Mirroring to move database changes real-time via replication to the Ridgeview database server. Microsoft SQL Server Database Mirroring is a disaster recovery and high availability technique that involves two SQL Server instances on the same or different machines.



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• The production DAX database also uses MS SQL Log Shipping every 15 minutes to move the production database changes to our Harrisburg, PA, data center as an additional backup. This provides additional protection against data corruption of our main data center. In the event of an emergency affecting all Allentown locations, the Harrisburg database can also be brought online, with a worst case scenario of 15 minute data loss.

4.8.3 CAI’s Email System – MS Exchange/Outlook

CAI's production servers for its Microsoft Exchange Email System are housed at our Allentown, PA, data center (Appendix_1_Bus_Continuity_Plan_CAI).

Physical continuity is protected by an FM200 fire suppression system, UPS backup, and an electrical power generator; the computer room has three redundant HVAC units. Physical security is enforced through ID badges and security cameras on each floor of the building.

Our email system is composed of equal numbers of client access servers (CAS) and mailbox servers; the CAS used round-robin DNS. The active mailboxes are distributed equally across two mailbox servers – the remaining half is replicated in a passive state, which is nearly instantaneous. If one mailbox server fails, the other server will automatically serve all mailboxes. An additional mailbox server, with a passive copy of all mailbox databases, is located offsite in our Harrisburg, PA, data center – an approximate 90 miles distance. This mailbox server can be activated in case of failure of both mailbox servers in Allentown.

Backups are done on a nightly basis to a Barracuda Backup appliance located in the Allentown data center. The following items are backed up:

• Exchange CAS servers

• Exchange Mailbox servers

• Exchange Message Level backups

The Barracuda Backup appliance replicates all data to the Barracuda cloud (offsite to CAI). The appliance can restore servers, mailboxes, or specific emails back to the production mail system. Barracuda also has the capability to restore servers as a virtual machine in their Barracuda cloud.



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5 Confidential, Protected or Proprietary Information RFP Reference: Pg. 20. § 5. Confidential, Protected or Proprietary Information

All confidential, protected or proprietary Information must be included in this section of proposal response. Do not incorporate protected information throughout the Proposal. Rather, provide a reference in the Proposal directing Lead State to the specific area of this protected Information section.

Elements of the proposal that define the contractual requirements, such as approaches to the statement of work, prices, and schedule, may not be marked as confidential and proprietary. Proposals not complying with these instructions for identification and segregation of confidential and proprietary information may be deemed non-responsive.

Information included in the CONFIDENTIAL AND PROPRIETARY INFORMATION section of an Offeror’s proposal is not automatically accepted and protected. All information identified in the CONFIDENTIAL AND PROPRIETARY INFORMATION section will be subject to review by the Lead State in accordance with the procedures prescribed by the Lead State’s open records statute, freedom of information act, or similar law.

CAI notes that the following documents are deemed confidential, protected, and proprietary:


• Appendix_5_Audited_Financials_CAI



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6 Contract Document RFP Reference: Pg. 20. § 6. Contract Document

Red line the sample Contract provided (Attachment 1)

CAI has reviewed RFP Attachment 1: Sample Contract and Exhibits and provided redline comments as requested. The following document has been uploaded into BizNet:

• RFP_Attach_1_StateCT_ContractRedline_CAI

6.1 NASPO ValuePoint Contract Statement of Compliance RFP Reference: Pg. 7. § NASPO ValuePoint Contract Statement of Compliance

6.1.1 Insurance To be eligible for award, the Offeror agrees to acquire insurance from an insurance carrier or carriers licensed to conduct business in each Participating Entity’s state at the prescribed levels set forth in Section 22 of the Contract. Describe your insurance or plans to obtain insurance satisfying the requirements in Section 22.

CAI has provided the following two documents in response to the insurance requirements set forth in Section 22:

• Appendix_2_Ins_Summary_CAI


These documents have been uploaded to the BizNet portal.

6.1.2 NASPO ValuePoint Administrative Fee and Reporting Requirements

To be eligible for award, the Offeror agrees to pay a NASPO Value Point administrative fee as specified in Section 11c of Attachment 1. Moreover, specific summary and detailed usage reporting requirements are prescribed by Section 11d of Attachment 1. I

Offerors shall identify the person responsible for providing the mandatory usage reports. This information must be kept current during the Contract period. Contractor will be required to provide reporting contact within 15 days of Contract execution.

The person responsible for providing the Mandatory Usage Reports will be Linda Leiby, VMSP Operations Manager.

The report will be provided within 15 days of Contract execution per NASPO’s requirement.

6.1.3 NASPO ValuePoint eMarket Center To be eligible for award, the Offeror agrees, by submission of a Proposal, to cooperate with NASPO Value Point and SciQuest (and any authorized agent or successor entity to SciQuest) to integrate its presence in the NASPO Value Point eMarket Center either through an electronic catalog (hosted or punchout site) or unique ordering instructions. Refer to Section 11 of Attachment 1.



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Those terms and conditions require as a minimum that the Offeror agree to participate in development of ordering instructions. Proposer shall respond how they can support the eMarket Center in the Proposal through either a hosted catalog or punchout solution.

CAI agrees, based on proposal submission, to participate in and cooperate with NASPO ValuePoint and SciQuest – or any other authorized agent or successor – to integrate its presence into the NASPO ValuePoint eMarket Center via an electronic catalog or through the provision of unique ordering instructions.

Working with NASPO, CAI will provide either a hosted catalog for our rate cards and labor categories per region directly within the eMarket Center, or will develop a ‘punchout’ solution. This ‘punchout’ solution will be an integrated site within eMarket Center that connects directly to CAI’s site where the buyer can search and add products. The items requested will be brought back to the eMarket Center application and the buyer proceeds through the normal purchasing steps.

CAI will develop a unique set of ordering instructions that will define the process so that the buyer, in this case the Hiring Manager, will have clear instruction on how to complete the transaction in context of purchasing contingent IT labor resources.

6.1.4 Lead State Terms and Conditions Refer to Attachment 1 for the Lead State Special Terms and Conditions that apply to this solicitation. Offeror shall indicate in their Proposal that they have read and understand all of the requirements shown Lead State Terms and Conditions.

CAI has read and understands the Lead State Special Terms and Conditions as noted in:

• RFP_Attach_1_StateCT_ContractRedline_CAI

6.1.5 Participating State Terms and Conditions As a courtesy to Offerors, some Participating State specific Terms and Conditions are provided in Attachment 9 to this solicitation. These are for informational purposes only and will be negotiated with other Participating States after award of the Contract. Each State reserves the right to negotiate additional terms and conditions in its Participating Addendums. Offerors shall submit a statement that they understand they may be required to negotiate these additional terms and conditions when executing a Participating Addendum.

CAI has read and understood Attachment 9: Additional Participating States and Specific Terms and Conditions. CAI understands that these are for informational purposes and those final Terms and Conditions will be negotiated on a case-by-case basis with each participating State.

6.1.6 Promotion of the NASPO ValuePoint Contract The Contract terms and conditions include program provisions governing participation in the cooperative, reporting and payment of administrative fees, and marketing/education relating to the NASPO ValuePoint cooperative procurement program. In this regard,

a. Briefly describe how you intend to promote the use of the Contract.

For years, we have been marketing contracts we have won through a competitive procurement process to other states. In fact, many states have adopted our VMSP contract over the years. CAI is unique in the way that we work with governments and procurement professionals to help them understand the value of our contracts.



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We have an exclusive partnership with Government Sourcing Solutions (GSS), a consulting firm made up of the former state procurement directors of Pennsylvania, Illinois, Arkansas, Indiana, Nevada, and Maine. Our colleagues at GSS meet with procurement directors at the state and local level every day and talk about and develop the value of our contracts, among others. Because many of them have implemented a VMSP contract themselves, they can talk from first-hand experience about the value of these contracts in a way that traditional salespeople just can’t.

Upon Contract award, GSS will be actively engaged with us to communicate with their colleagues in state and local governments about the agreement. We believe that ‘word of mouth’ from successful implementers and users of similar contract vehicles is the best approach to getting the new vehicle in front of states. These initial steps will be followed up with more formal activity including presentations and marketing via electronic methods as well as attending various state and national procurement conferences, seminars, and industry days.

Error! Reference source not found. identifies our process for presenting the NASPO/ValuePoint Contract to potential new PEs.

Figure 35: Marketing the NASPO/ValuePoint IT VMSP

b. Knowing that state procurement officials (CPO) must permit use of the Contract in their state, how will you integrate the CPO’s permission into your plan for promoting the agreement?

We understand that political subdivisions cannot use the Contract without permission of the state CPO. Our intention, upon award, will be to meet with as many State CPOs as possible in the first 90 days. In these meetings, we will talk about the value that the Contract can bring to them and state agencies with the hope that they will adopt the Contract. For those that decide for whatever reason that they cannot, we will inform them of our intention to meet with political subdivisions in their state and solicit their up-front approval for the local governments, non-profits, and schools to use the Contract. We hope that obtaining their support at the beginning of the process will help them recognize that we understand their prerogative as the leading procurement official in the state. We anticipate that this will smooth the process going forward for approval of political subdivisions to utilize the Contract. In cases where we do not receive that up-front approval, we will contact the CPOs, either directly or with the assistance of GSS.

c. Public entities are sensitive to “scope” issues, that is, whether performance is within the intended scope of the solicitation as awarded. In the context of your method of promoting agreements of this nature, how would you clarify any questions regarding the scope the agreement with respect to any potential order?

We fully understand that maintaining the integrity of the contract that results from this solicitation requires that the scope of services offered is aligned with those that were in the RFP. Offering out of scope services would allow other suppliers to legitimately complain that they were not given an opportunity to respond as part of a competitive process to provide their

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Proposal Response


services to individual governments. CAI will not provide out of scope services to any governments that adopt the contract resulting from this solicitation, even if participating governments requests that we do so. For CAI, the overall success of this Contract, including its integrity, will always be more important than any potential work we could do with a single agency.

That said, while it may be easy to define the scope of a commodity contract, scope on a contingent IT labor contract is often a moving target. The individual positions that a government or a cooperative believes would be needed at the time an RFP is drafted may not include the requirements that are needed two, three, or four years down the road. For example, positions such as Mobile App Developer were not a requirement in our very first VMSP program in 2004; likewise, IT security specialists are in high demand today and supply is becoming increasingly challenging. Today, these VMSPs have been developed to reflect the advancements in technologies.

A good VMSP contract will move with the technology and architecture it supports. For the participating governments on this Contract, we will develop a process that provides that needed flexibility to add new job titles as technology evolves, while at the same time staying within the confines of the scope of this RFP.

d. How will your company manage due dates for administrative fee payments and usage reports?

CAI has VMSP programs where we have had to create participating addenda; currently we have done this for five separate state contracts, which include managing administrative fees associated with our contracts. Usage reports will be automatically generated prior to the date of the payment date, triggering the payment process. The due date for the payments will be added to our Accounts Payable schedule to ensure reports and fees are processed in a timely manner.

e. Through its Cooperative Development Coordinators and Education & Outreach team, NASPO Value Point assists Lead States by engaging vendors in strategies aimed at promoting Contracts. What opportunities and/or challenges do you see in working with NASPO Value Point staff in this way?

We see no challenges, only opportunities, in working with the NASPO ValuePoint team. No one understands the challenges that a CPO faces better than former CPOs, like those on the NASPO ValuePoint team. We will gladly accept any and all feedback from your colleagues on what we can do to better market the Contract, in particular attending trade shows such as the NASPO Exchange conference as well as developing webinars and ‘lunch and learn’ type activities to bring the value of the vehicle to the procurement officers’ attention.

In terms of working with the NASPO ValuePoint team, CAI has a unique advantage as we have been working with former state CPOs from GSS for more than a decade. We believe that combining the collective wisdom and insight from NASPO ValuePoint and GSS, along with CAI’s unparalleled experience in working with state governments, presents a team that has a deeper knowledge of the intricacies and nuances of government than any team potentially bidding.



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7 Redacted Proposal Response RFP Reference: Pg. 20. § 7. Redacted Proposal Response

In the event that a Proposer includes a Confidential And Proprietary Information section in the Proposal response, an electronic redacted copy of the Proposal (as accepted) must be submitted with the final Proposal (e.g. a best and final offer) or as otherwise directed by the Lead State. Proposer acknowledges that any information in the redacted copy of their Proposal response will be made public.

CAI has provided a redacted copy of our proposal response. The purpose of this document is to refrain from any proprietary or confidential data being publicly exposed.

This document has been uploaded as:

• CT_NASPO ValuePoint RFP14PSX0338_CAI_Redact

In addition CAI has provided a redacted copy of our Sample Training Guide, uploaded as:

• Appendix_16_PF_VMS_Example_Train_Guide_Redact_CAI

IT VMS PROVIDERS RFP 14PSX0036 Attachment 2, Mandatory Business Questionnaire Page 1 of 103 COMPANY NAME: Computer Aid, Inc.

Organizational Description

Detailed background information. Attach organizational structure.

Founded in 1981 in Allentown, PA, Computer Aid, Inc. (CAI) is a $592 million global IT services

firm with a network of support centers in the U.S. and abroad. We have nearly 3,500 associates

in 30 branch offices and at client sites across the U.S. and overseas, with regional offices around

the world.

Our clients include a large number of Fortune 1000 companies including Hershey Foods, Pfizer,

and Federal Express. CAI has been providing IT support to state government agencies since

1991 and we are authorized to do business in 45 states with active contracts in 36 states.

Over 80% of our revenue is derived from providing qualified IT Resources to clients thorough our

Managed Staffing Services, Staff Augmentation, and Help Desk product lines. CAI’s additional

lines of business include Project Management, Application Development, Quality Assurance and

Testing, Application Support Outsourcing, Management Consulting, Service Desk, ERP Services,

and Product Licensing and Support.

Figure 1 presents our organizational structure, including Jim Cooney, authorized signatory.


Figure 1: CAI's Organizational Structure


List all company locations

Corporate Office:

1390 Ridgeview Drive

Allentown, PA 18104 USA

CAI Full Time Employees: 437

Local Office:

470 Friendship Road, Ste. 300

Harrisburg, PA 17111

CAI Full Time Employees: 365

CAI has a number of offices

nationwide that host full time

employees and contract staff.

These include the following

locations:

Arkansas: Little Rock

California: San Francisco

Connecticut: Westport; Darien

Delaware: Wilmington;

Newark

Florida: Coconut Creek,

Tallahassee

Georgia: Atlanta

Illinois: Chicago

Iowa: Des Moines

Maryland: Hunt Valley

Michigan: Detroit

New Jersey: Trenton

New York: NYC; Rochester;

Albany

Pennsylvania: Newtown;

Wyomissing; Allentown (2);

Canonsburg; Harrisburg


List all company locations

Texas: pending

Virginia: Richmond

Australia: Sydney

Brazil: Sao Paulo

Canada: Toronto

China: Shanghai

India: Bangalore

Philippines: Manila

Total CAI Full Time Employees

Other Locations: 488

Proposed Account Staffing

Provide an overview of the account management team, including a brief background and

experience of staff that would be assigned to assist and oversee the accounts; specific roles

and responsibilities of staff; and the time commitment entities could expect from these

individuals. Describe your initial and ongoing account management.

Proposal § 4.2.1 Account Management

The success of a Vendor Managed Service Provider (VMSP) program starts with the Account

Management Team. The ability of the Account Management Team to work alongside the client,

develop a trusted partnership, and be proactive in the management of the service is vital. The

Account Management Team which will implement, manage, and maintain the Lead State’s

program is a highly experienced group of IT and staffing professionals.

Our team will consist of an Account Manager, to be determined by local hire; Contingent


Account Manager, Sue Flaxman; Senior Account Manager, Scott Edwards; VMSP Operations

Manager, Linda Leiby; and Director Public Sector Contingent Labor, Ellen Sigl. We will also utilize

CAI support personnel, whose ability and experience will be to ensure the successful

implementation of the project, the correct configuration of the PeopleFluent® Vendor

Management System (VMS) system itself, pre-established contractual relationships with

vendors, marketing and communications for the NASPO program, and Billing and Payment

activities.

As a rule, our Account Management Team members are IT professionals first. This means that

their individual qualifications and certifications are representative of the IT markets they

support. There are two significant benefits to this approach; firstly they have the knowledge

and technical understanding to really comprehend the Lead State’s requirements. In working

with the Hiring Managers they are able to go into real detail with regard to the position

requirements. They can assist the Hiring Managers in building job descriptions and also share

the latest market trends or technologies. This ability is strategic because the second reason for

our staff being IT professionals is that it allows them to screen candidate resumes in detail and

to conduct structured, technically driven interviews prior to the candidate being submitted to

the Lead State. This is a significant benefit because we can root out candidates who are not fully

qualified and save the Lead State from issues that might arise with an under-skilled Resource

being hired.

Ellen Sigl, Director, Public Sector Contingent Labor

CAI is pleased to present Ellen Sigl as the Senior Account Manager for this contract. A CAI

employee with 26 years in the IT industry, she has managed our VMSP Staff Augmentation

program since it started in 2004. She is committed to each program’s success and will function

as the primary point of contact for the Lead State users while initiating the program. Ellen will

serve as the initial Account Manager for the program and will continue to provide executive

level guidance and support throughout the life of the contract.

Ellen has worked to implement the CAI model in 10 states and brings those best practices to the

Lead State. She holds a Certified Contingent Workforce Professional (CCWP) certification. She

attends Contingent Labor Conferences as well as NASPO and NASCIO; and presented “IT


Workforce Issues” at the Intergovernmental Technology Conference in spring 2014.

Ellen will have the authority to act on behalf of CAI, and will be the main point of contact for all

interaction relating to the management of the VMSP program.

Linda Leiby, VMSP Operations Manager

Linda Leiby currently serves as the VMSP Operations Manager for our VMSP Program Office.

Supporting the Lead State, Linda’s role will be that of Technical Manager, where her

PeopleFluent® configuration, implementation, and reporting experience will be key. She will

serve as backup Account Manager in Ellen’s absence. Linda has served in each of CAI’s VMSP

programs beginning with the PA IT Staff Augmentation program in 2004 through the latest

implementation of the State of Michigan.

She has served as both an Account Manager and Manager of the VMSP PMO, which is currently

her full-time role. Linda has been an integral participant in each of CAI’s state VMSP

implementations. She is a CAI employee with 26 years of IT experience, and has worked to

refine the business invoicing and reporting requirements across each program. Linda brings

best practices from industry and other public programs to the Lead State.

Linda holds a CCWP certification. She is a PeopleFluent® VMS and BusinessObjects subject

matter expert (SME) and has served on the PeopleFluent® Client Advisory Board since 2012.

Scott Edwards, Senior Account Manager

Scott has 11 years of Information Technology (IT) applications, infrastructure, and

communications industry experience, with an expertise in customer support, account

management, and IT Resource recruiting and placement. He has six years of VMSP customer

support experience with public sector contracts managed in multiple states, with an annual

contract value exceeding $65 million for state agencies under his management. Scott’s

accomplishments include successfully engaging more than 1,500 IT Resources for two VMSP

programs over the last five years, managing up to 310+ concurrent engagements at any given

time. He is currently acting as Account Manager for our North Carolina VMSP program. Scott is

very familiar with the process of transitioning incumbent Resources.


Scott holds a Certified CCWP certification.

Sue Flaxman, Contingent Account Manager

CAI proposes the contingent role of Sue Flaxman, an Account Manager with CAI, to offer

additional support during periods of high demand, as required. Sue is an experienced, results-

driven, IT professional with more than 20 years of experience in a variety of IT related skills. Sue

has six years of Account Manager experience serving multiple state agencies across our VMSP

contracts. She has worked with CAI’s program model and has a proven history of managing to

SLA compliance metrics. Sue has worked extensively with a variety of agencies to provide

consultative-type service to assist in refining the workflow, and especially consulting on

payment problems across our other programs.

Sue holds a CCWP certification.

Provide an overview of your implementation team, including a brief background and

experience of staff that would be assigned to implement the solution; specific roles and

responsibilities of staff; and the time commitment entities could expect from these

individuals. Describe the transition process from the implementation team to the account

management team.

Proposal § 4.7 Implementation Plan

Leading our implementation team will be our Transition Manager, Mike Park. He has 19 years of

experience as a Transition Manager and served as Implementation Manager for nine of CAI’s

VMSP implementations and over 40 total transitions. His experience and knowledge will be a

critical addition to the initial success of the program, and will ensure that transition from the

incumbent to CAI will be seamless.


• VMSP Director, Ellen Sigl, including 10 VMSP implementations

• VMSP Operations Manager, Linda Leiby, including 10 VMSP implementations


• The local Account Team, who will be brought on-board before or during Implementation

Plus, other select members of our VMSP Operations staff who will participate in requirements

determination, tool configuration, documentation, and training.

Each member will be dedicated to the implementation throughout its duration. Their goal will

be to stand up the program and then transition to the full time, local Account Management

Team.

As part of our approach, CAI will hire local staff into the Account Management Team. This

provides early familiarity with the client and an opportunity to train and learn during

implementation; and results in an ideal position to assume full responsibility of the account on

completion. We will hire experienced, local personnel who understand the contingent labor

markets, as well as the management and relationships required by a VMSP program.

Company’s main line of business:

CAI’s main line of business is Staff Augmentation and Vendor Managed Services. Our company

has been built on providing contingent staffing since 1981. We have also developed further

lines of business in Management Maintenance, Service Desk Support, and Application

Development. We have our own suite of application products, AgraGuard, which offers state

and local government solutions to food safety, animal husbandry, laboratory support, and the

plant industry in terms of gathering data and metrics as products pass through the supply chain.

Years in business providing VMS to multiple states:

CAI has been providing VMS services to multiple states since 2004, 12 years to date. CAI

developed the model for vendor managed services with the Commonwealth of Pennsylvania

and has since worked with than 10 other states to provide VMS services.


Escalation Information

Performance metrics have been provided in the RFP document.

Provide the company’s escalation contacts for this account. Provide a description of your

company's issue notification and escalation procedures. Include any tools, flows, and

responsibilities, including expected response times. Add additional escalation contact information

as necessary

The escalation process varies depending on the user and the type of issue. For any issues associated

with the VMS tool itself, i.e., software-specific issues, the user starts with the VMSP Help Desk,

either via telephone or email. For this kind of issue, users include State and vendor management, as

well as individual contract staff who are working onsite at agency offices.

For issues unrelated to the VMS tool, we have defined separate escalation paths for Lead State users

and for vendor suppliers; this is due to the nature of the business model. For issues related to a

requisition or to the performance of the individual contract Resource, the Lead State user normally

contacts his/her designated Account Manager via telephone or email. All issues related to

performance and client satisfaction are part of contract metrics reporting and our service level

agreement (SLA). We escalate unusual issues to the State at the discretion of the CAI Executive

Account Manager and CAI Executive Sponsor. The following table, Figure 2, shows the escalation

path for each type of issue.


Agent Task/Resolution Notification Response

Time

Software Issues

1 VMSP Help Desk Provide explanation on the

phone or by email. Verbally or via email. 4 hours

2 VMSP Operations

Manager

Review issue, explain

resolution to Help Desk.

Normally verbally; via print

if updating process

documentation.

4 hours

3 PeopleFluent®

VMS Help Desk

Research/resolve issue,

explain to Operations

Manager.

Email and/or telephone. 4 hours

Agency Issues

1 CAI Account

Manager

Work with individual staff to

resolve issues; remove/replace

if necessary; review invoice.

Verbally or via email. 4 hours

2 VMSP Operations

Manager

If labor- or billing-related,

research and review data.

Email, normally with

attachments. 4 hours

3 CAI Executive

Account Manager

Discuss issue with all parties,

possibly including VMSP

managers at other accounts

Verbally or via email,

possibly including a meeting

in person; additional

4 hours


for advice on similar issues. updates to process

documentation, if changes

occur.

4 CAI Executive

Sponsor


including Executive sponsors.

Personal meeting with Lead

State stakeholders. 4 hours

Vendor Issues

1 VMSP Help Desk Provide explanation by phone,

email, fax, or U.S. mail.

Verbally or in print via

email, fax, or U.S. mail. 4 hours

2 CAI Account

Manager

Review issue and discuss with

vendor, if necessary.

Normally verbally; via print

if updating process

documentation.

4 hours

3 CAI Executive

Account Manager

Research issue and discuss

with vendor, if appropriate. Via email and/or telephone. 4 hours

4 CAI Executive

Sponsor

Discuss with staff; intervene

with vendor if necessary. Via email and/or telephone. 4 hours

Figure 2: Escalation Path

Primary Contact Name/Title Direct Business Phone Email

Scott Edwards, Sr. Account Manager

(This will be a local hire upon award.) 717-651-3039

Cell Number Other:

717-497-9879 -

Escalate to 2nd

Contact Name/Title Direct Business Phone

Scott Edwards, Sr. Account Manager 717-651-3039

Cell Number Other:

17-497-9879 -


Escalate to 3rd

Contact Name/Title Direct Business Phone Email

Linda Leiby/VMSP Operations Manager 717-651-3080

Cell Number Other:

570-337-8698 -

Escalate to 4rd

Contact Name/Title Direct Business Phone Email

Ellen Sigl

Director, Public Sector Contingent Labor 717-651-3203 Elle

Cell Number Other:

717-979-1351 -


Governmental Experience

Provide the following information for each government account for which your company has

provided for VMS IT Professional resources within the past year (maximum of five):

1 Government Entity Type &

Name & Address Project description/type

Annual Revenue received

(prior twelve months)

State Government

Virginia Information Technology

Agency (VITA)

11751 Meadowville Lane

Chester, VA 23836

IT Contingent Labor $80m

Will provide reference? (Y/N) Website Company Industry

Yes State Government

Reference Name/Title Direct Phone Email

Sonia Hicks

VITA Supply Chain Manager 804-416-6177


Name Project description/type



State Government

Arkansas Department of Information

Systems

Temporary Personnel Services

and IT Staff Augmentation $19m

Will provide reference? (Y/N)

Yes



Tim Holthoff

AR Administrative Office of Courts 501-410-1919





State Government

State of Delaware

Managed Services

Provider/Staff Augmentation $15m


Yes


Robert (Joe) Brenneman, DHSS 302-255-9932





State Government

State of Iowa IT Staff Augmentation $25m


Yes


Debbie O’Leary, PMO Office of CIO 515-281-8384






State Government

State of North Carolina IT Supplemental Staffing $60m


Yes


Ray Johnson, Department of

Information Technology 919-707-9716


Top Customers

Provide the following information for each of the company’s five largest customers for which

your company has provided for VMS IT Professional resources within the past year:

1 Name/Address Phone/Web Address Annual Revenue received (prior

twelve months)

Virginia Information Technology

Agency (CITA)

11751 Meadowville Lane

Chester, VA 23836

866-637-8482 $80m


Yes

Reference Contact Name Reference Contact Direct

Phone Reference Contact Email

Sonia Hicks, VITA Supply Chain

Manager 804-416-6177


twelve months)

Arkansas Department of

Information Services 501-682-9990 $19m


Yes




Tim Holthoff, AR Administrative

Office of Courts 501-410-1919


twelve months)

State of Delaware

1901 N. Du Pont Highway, Main

Bldg.

New Castle, DE 19720

302-255-9040 $15m


Yes



Robert (Joe) Brenneman, DHSS 302-255-9932


twelve months)

State of Iowa

Department of Administrative

Services

1305 E. Walnut Street, Hoover

Building – Level 3

Des Moines, IA 50319

515-242-5120 $25m


Yes




Debbie O’Leary, PMO Office of

CIO 515-281-8384


twelve months)

State of North Carolina

Dept of Information Technology

PO Box 17209

Raleigh, NC 27619-7209

919-754-6100

$60m


Yes



Ray Johnson 919-707-9716


Subcontractors

If the Proposer has set up subcontracting relationships for VMS IT Professional resources with other vendors to respond to this bid, include an affidavit from each subcontractor stating the subcontractor’s responsibilities under the proposal and a willingness to carry out these responsibilities. This assurance in no way relieves the Proposer of any responsibilities in responding to this RFP, completing the commitments documented in the proposal or in fulfilling any contractual requirements, if awarded.

Subcontractor Name/Address

Subcontractor’s Annual Revenue (prior twelve months)

Proposer’s Portion of Subcontractor’s Revenue (prior twelve months)

Is this Subcontractor affiliated or otherwise connected to your company? (Y/N)

Is this Subcontractor a certified Small, Minority or Women Owned Company? (Y/N)

1 Subcontractor Sage Group Consulting 3400 Highway 35, Ste 9 Hazlet, NJ 07730

$11,000,000 $428,079.50 N Y

2 Subcontractor

MSys 5540 Centerview Dr. Ste 200 Raleigh, NC 27606

$5,800,897 $900,192.12 N Y

3 Subcontractor

Net2Source, Inc. 1 Evertrust Plaza, Ste 305 Jersey City, NJ 07302

$21,000,000 $289,920.63 N N

4 Subcontractor

Cape Code 189 Front St., Ste One Scituate, MA 02066

$2,450.000 $634,799.80 N N

5 Subcontractor








Transcend Business Solutions, LLC 30 Grassy Plain St., Unit 5A Bethel, CT 06801

$1,200,000 $60,931.45 N Y

6 Subcontractor

Innovative Information Technologies Inc. 5 Independence Way, Ste 230 Princeton, NJ 08540

$13,420,912 $736,054.01 N Y

7 Subcontractor

Crystal Data LLC 1 Eves Dr., Ste. 145 Marlton, NJ 08053

$3,130,801 $188,1574.89 N Y

8 Subcontractor

4 Pros Solutions Inc. 200 Centennial Ave., Ste 200 Piscataway, NJ 08854

$4,200,000 $2,185,880.49 N Y

9 Subcontractor

Fourans LLC $6,000,000 $153,138.02 N Y








1031 Rte 22 Bridgewater, NJ 08807

10 Subcontractor

Samiti Technology Inc. 2 Lincoln Highway, Ste N401 Edison, NJ 08820

$6,376,287.54 $121,166.08 N Y

11 Subcontractor Software People, Inc. 738 Smithtown Bypass Suite #110 Smithtown NY 11787

$15,000,000 $801,583.87 N Y

12 Subcontractor iBusiness Solution, LLC 500 Lenker St. Mechanicsburg, PA 17050

$20,325,000 $814,372.13 N Y

13 Subcontractor Caresoft Inc. 220 Lincoln Bldg., Ste 300 Middlesex, NJ 08846

$7,500,000 $1,199,467.95 N Y

14 Subcontractor








Technamo LLC 7406 Alban Station Ct. Springfield, VA 22150

$650,000 $227,146.55 N Y

15 Subcontractor NMS IT Services Inc. 5000 Lender St., Ste 202 Mechanicsburg, PA 17050

$950,000 $171,016.48 N Y

16 Subcontractor Distributed Systems Services 1 Moridian Blvd. Wyomissing, PA 19610

$38,000,000 $662,019.90 N N

17 Subcontractor Logic Soft Inc. 5900 Sawmill Rd. Dublin, OH 43017

$10,000,000 $743,129.82 N Y

18 Subcontractor

CNC Consulting, Inc. 50 E Palisade Ave. Englewood, NJ 07631

$3,000,000 $575,829.36 N Y








19 Subcontractor BT Consulting, LLC 1002 Lititz Pike, Ste 219 Lititz, PA 17543

$1,082,483 $480,659.70 N Y

20 Subcontractor Inteliblue LLC 15300 Governors Lake Dr. Little Rock, AR 72223

$400,000 $1,311,101.80 N Y

21 Subcontractor LanceSoft, Inc. 13454 Sunrise Valley Drive Ste 120, Herndon, VA 20171

$49,280,000.00 $152,643.95 N Y

22 Subcontractor Solomons International, LLC 635 Coles Court Harleysville, PA 19438

$3,000,000 $56,959.49 N Y

23 Subcontractor INDU LLC d/b/a intiGrow 2760 Peachtree Industrial Blvd, Suite D Duluth, GA 30097

$11,700,000 $14,247.79 N Y








24 Subcontractor Career Karma, Inc. 9 Winchester Dr. East Windsor, NJ 008520

$537,359 $357,000.87 N Y

25 Subcontractor Technovision. Inc. 10 Stuyvesant Avenue, Lyndhurst. NJ 07071

$2,300,000 $357,000.87 N Y

26 Subcontractor iQuasar, LLC 6 Pidgeon Hill Drive, Suite 305, Sterling, VA 20165

$2,000,000 $47,678.70 N Y

27 Subcontractor tCognition, Inc. 70 Kemble Street Boston, MA 02119

$3,159,484 $278,902.95 N Y

28 Subcontractor Delasoft 92 Reads Way, Ste 204 New Castle, DE 19720

$22,194,006.26 $821,247.91 N Y

29 Subcontractor Super Technology $3,000,000 $326,941.01 N Y








Solutions 34 Ridge Rd. Green Brook, NJ 08812

30 Subcontractor vTech Solution Inc. 1100 H Street, N.W., Ste 450, Washington, DC 20005

$3,800,000 $467,988.16 Y

31 Subcontractor

Agneto Inc. 2050 Route 27, Suite 209 North Brunswick, NJ 08902

$2,500,000 $779,579.50 N Y

32 Subcontractor Chandra Technologies 708 Heartland Tri, Ste 3800 Madison, WI 53717

$7,000,000 $489,810.40 N Y

33 Subcontractor Infojini, Inc. 10015, Old Columbia Road, STE B215 Columbia, MD 21046

$9,500,000 $1,729,634.45 N Y








34 Subcontractor Ardent Technologies, Inc. 6234 Far Hills Ave. Dayton, Ohio 45459

$6,626,825 $418,049.82 N Y

35 Subcontractor Vector Consulting 6455 East Johns Crossing Ste 250 Duluth, GA 30097

$8,500,000 $671,077.54 N Y

36 Subcontractor Focused HR Solutions 400 Galleria Parkway Ste. 1500 Atlanta, GA 30339

$3,858,841 $747,098.60 N Y

37 Subcontractor Vlink Inc. 701 John Fitch Blvd. South Windsor, CT 06074

$20.500,000 $39,637.55 N Y

38 Subcontractor Marquette GIS Inc. 2225 Main St Little Rock, AR 72206

$375,060.14 $374,377.30 N Y








39 Subcontractor DevCare Solutions 131 N. High St., Ste 640 Columbus, OH 43215

$11,720,000 $3,235,200.72 N Y

40 Subcontractor Cyberthink 685 Route 202/206, Suite 101 Bridgewater, NJ 08807

$37,000,000 $919,304.07 N N

41 Subcontractor Data Inc. 72 Summit Ave. Montvale, NJ 07645

$48,000,000 $935,019.21 N N

42 Subcontractor TEKsystems, Inc. 7437 Race Rd. Hanover, MD 21076

3,700,000,000 $1,891,128.56 N N


CAI has provided our Top 5 Small and Minority Business suppliers in the following table. CAI’s

response to the Subcontractors table, above, includes a large number of small and minority

owned businesses whom we have partnered with for many years. We will also include local

suppliers to serve specific geographical areas. Each of the small and/or minority businesses

listed in the table above have agreed to be part of the supplier pool created in response to the

NASPO ValuePoint contract. Their commitment is reinforced by signed documentation included

in Appendix_4_Supplier_Affidavits_CAI.

If the Proposer has set up subcontracting relationships with certified Small/Minority

Businesses to respond to this RFP, state annual payments for VMS IT Professional resources

from your company to each subcontractor for the two prior calendar years:

1 Subcontractor

Annual Payments from

Contractor to Sub

(01/01/15 – 12/31/15)

Annual Payments from Contractor

to Sub (01/01/14 – 12/31/14)

E&E IT Consulting Services, Inc. $8,706,110.34 $7,060,963.32

2 Subcontractor


Contractor to Sub

(01/01/15 – 12/31/15)


to Sub (01/01/14 – 12/31/14)

Domino Technologies, Inc. $5,080,859.28 $4,489,376.09

3 Subcontractor


Contractor to Sub

(01/01/15 – 12/31/15)


to Sub (01/01/14 – 12/31/14)

Data Concepts, LLC $4,392,229.81 $4,373,181.98

4 Subcontractor


Contractor to Sub

(01/01/15 – 12/31/15)


to Sub (01/01/14 – 12/31/14)


Macon IT $3,258,506.07 $2,544,199.06

5 Subcontractor


Contractor to Sub

(01/01/15 – 12/31/15)


to Sub (01/01/14 – 12/31/14)

4 Pros Solutions, Inc. $2,933,865.19 $2,389,294.9`

BUSINESS

The Proposer must address all of the following items. If including an attachment, cross

reference attachment and section.

1. Please introduce or summarize any information the Proposer deems relevant or

important to the successful acquisition of the products and/or services requested in this

RFP.

CAI is a privately owned Pennsylvania company, established in 1981. Over the last 35

years much of the growth of our organization has been based on the successful

implementation of IT vendor managed services and staff augmentation programs across

state and local, Federal, and commercial organizations. We provide a positive economic

impact to the communities we serve through our contingent labor programs; we enable

local suppliers and vendors who are important to local economic growth. Today we are a

$592M organization with 3,500 associates performing tasks across the United States. As

an organization primed to support this contract, CAI has 24 offices in 21 cities nationwide,

and is registered to conduct business in 45 states. As a large organization we have the

financial ability and resources to implement multiple regions on award, therefore we are

bidding our solution across all regions.

CAI has provided a comprehensive solution to the requirements of the State of

Connecticut: Department of Administrative Services (known as the Lead State throughout

the response) and to NASPO ValuePoint. We are a successful IT VMSP, having helped


establish the first VMSP model with the Commonwealth of Pennsylvania in 2004. Since

that time we have continually refined and improved the model so that we are able to

deliver a market leading solution with few rivals.

Our solution is based on the PeopleFluent® VMS, with which we have had great success

across multiple VMSP engagements. We provide an open enrollment, full-service model,

upheld by experience and lessons learned over 12 years of implementing VMSP programs.

We offer a vendor neutral solution and ensure small and minority business participation

exceeds goals. We have established the fundamental attributes that define our

commitment to quality and best practice as a VMSP.

Management Capability

We have clearly addressed the management capability requirements laid out by the Lead

State and NASPO ValuePoint. Our Candidate Selection and Background Check process is

clearly defined and aids our suppliers in their search. CAI offers an extended Resource

Warranty Period to 10 days, providing extra time to assess a Resource’s capability and

experience. We have addressed the Right to Represent, a key quality control factor in

managing Resources and who has the right to represent them to a client. Performance

Expectations define the success of our service. We have tailored our approach to be

responsive, identifying metrics and service levels with which we can grow the service.

CAI’s VMSP model promotes transparency into every aspect of our services and solution

through our Reporting capability. We provide reports for all aspects of our service –

reporting on more than just our SLAs – offering detailed insight to stakeholders.

Successful Track Record

CAI has multiple contracts that exceed the size, scope, and complexity of the Lead State’s

VMSP requirement. CAI has implemented 10 VMSP programs nationwide. We have filled

more than 18,500 engagements and achieved more than 90% first round placements,

resulting in $338M revenue to targeted suppliers. VMSP contracts are described in

Statement_of_Quals_DAS-14_CAI.

Account Management Team


CAI’s personnel, with over 45 years of combined account management experience, have

been with the company since the first VMSP program was implemented in 2004. They

bring unparalleled knowledge, experience, relationships, and familiarity which other

vendors cannot meet.

Vendor Management System

The proposed VMS, PeopleFluent®, is a tried and tested software application that CAI has

used for over 12 years in all of our VMSP accounts. It is a cloud-hosted product that

reduces security risks to the Lead State’s data. It is easily configurable and provides a

wealth of data that can be used for reporting progress.

Small and Minority Enterprise Participation

Our proposal includes identified suppliers prior to contract award. We offer open

enrollment for all suppliers making it easy to on-board and participate. Our Tier 1

suppliers are principally small-, woman-owned, minority-, or disabled veteran-owned

small business. We come ready to support work requests from Day 1 with no delays in

building a supplier pool.

Competitive Rates Targeted for the Lead State and Regions

We propose a pricing model using research data gathered by the Economic Research

Institute (ERI) that is competitive and realistically reflects local labor compensation

requirements across the regions and states.

Implementation

CAI’s Implementation Plan is finely honed. We currently maintain seven state managed

supplier contracts; and our implementation plan has been refined and enhanced across

10 successful state implementations.

The Table of Features and Benefits in response to Question 19, below, describes how

CAI’s key VMSP features deliver benefits and enhancements over and above the process

currently in place.


2. The legal form of the Proposer’s business organization, the state in which formed

(accompanied by a certificate of authority), and the types of business ventures in which

the organization is involved (if more than one, highlight and detail the division

responsible for VMS) are to be included in this section.

Corporation Type: Type S; privately held; not TAX EXEMPT

State of Incorporation: Pennsylvania

CAI does not provide an in-house VMS system, nor has it any financial interest or

otherwise in the proposed VMS system used in response to the requirements for the IT

VMSP contract. However, CAI has partnered with PeopleFluent® to provide their VMS

tool since 2005. We have used the PeopleFluent® VMS tool across multiple successful

VMSP engagements and have built a strong working relationship with them as result. The

partnership is managed under our VMSP practice, led by Vice President, Jim Cooney.

CAI is a member of several joint ventures which include the following:

• English-EL Enterprises/CAI JV LLC

• CAI-STA Philippines Inc.

• Shanghai CAI Newtouch CO. Ltd.

CAI has included a copy of the certification for incorporation at

Appendix_17_Articles_Incorp_CAI.

3. Does your company use electronic timesheets to track IT professional usage? Has this

successfully interfaced with other systems? If so, please list.

All of CAI’s VMSP contracts utilize PeopleFluent® for electronic time entry and approval.

Figure 3 details the time entry workflow. When engaged, a Resource is assigned a

timesheet project(s) within PeopleFluent®. The Resource enters time each week against

the project(s). The agency time approver is notified via email that a timesheet requires

his/her approval. The time approver approves the timesheet within PeopleFluent®, thus

indicating that the time may be invoiced.

CAI has successfully interfaced with time entry systems for both the State of North


Carolina and the State of Arkansas. For the State of North Carolina, CAI accepts a time file

from NC Department of Transportation and imports that into PeopleFluent®. For the

State of Arkansas, CAI exports a time file that Arkansas imports into their billing system.

Figure 3: Timesheet Process

4. See Attachment 6 for Background Check Requirements.

Describe your requirements and process regarding background checks for your

employees (both W-2 and 1099). Does your company include arrangements for

additional background checks or security checks based on individual custom

requirements?

Proposal § 4.2.3.1. Background Checks

CAI requires the vendor to complete a background check on any selected candidate prior

to the start of his/her engagement.

When vendors submit their candidates via the PeopleFluent® VMS tool, there is a

standard set of check-boxes or input fields for the vendor to use to affirm key data, such

as the skills the candidate possesses and his/her availability and background checks. The

vendor must respond to each required and desired skill and requirement. Vendors then

attach documentation substantiating their entries, such as a resume and affirmation of

background checks.

It is the responsibility of the candidate’s vendor to complete the required background

checks and provide the results to CAI. In addition to the completed background check,

the CAI Account Manager ensures that any and all additional required documentation is

completed and fully executed prior to the start of the engagement.

CAI also recognizes the client's need to require additional background checks for certain

engagements which require additional security checks. These specific requirements will

be discussed during Implementation and customized to meet unique agency needs.

In addition to background checks, Resources are required to sign-off on the protection of


proprietary materials and they must also agree to return all materials after their

engagement is complete.

In some instances the State may choose to require Resources to sign confidentiality

agreements or non-disclosure agreements. These specific requirements are discussed at

the time of implementation and built into the on-boarding process for each specific

agency.

To make certain that we fulfill the background check requirements completely and

accurately, CAI utilizes the Compliance Manager functionality within PeopleFluent® to

track the completion of tasks within the application. Compliance Manager tracks the date

of completion of each check and stores the background check results. If a candidate fails

to pass any of the required background checks for a specific requisition, it is noted within

Compliance Manager and the candidate is rejected. For engaged Resources actively

working against a requisition, compliance items including background checks are

performed again prior to the documented expiration dates. If an engaged Resource now

fails to pass the background check or CAI becomes aware at any time of security issues

surrounding the Resource, they are disengaged and removed from the State’s facilities.

5. Describe your quality standards and guarantees of service. Describe other quality

assurance processes in place.

CAI’s VMSP practice has quality standards and guarantees of service built in to all phases

of our programs, from program inception, quarterly reviews, day-to-day workflow to

periodic performance reviews and satisfaction surveys. As an IT organization, we

understand the importance of having quality data direct our decisions and process

creation to ensure our program offerings continually possess the level of quality our

clients have come to expect.

At the program inception stage, we use a proven source of wage data (ERI), coupled with

our own methodologies, to build rate cards that can provide the candidate quality our

clients depend on for delivering quality work.

At the program level, we facilitate quarterly meetings to initiate in depth discussions

about program health, best practices, and suggestions to improve program quality. CAI


also holds quarterly supplier meetings aimed at sharing industry and VMSP program best

practice information, along with mentoring, to ensure the suppliers possess the tools they

need to be successful. As the suppliers become stronger, the competition among the

firms increases, resulting in higher quality candidates for our clients. CAI also has

proprietary survey applications we use to solicit feedback from clients at various levels

including contract oversight, procurement, hiring manager etc., to track program quality

and areas of enhancement. We are also able to conduct supplier surveys to capture

similar information from the supplier network, keeping quality and continuous process

enhancement at the forefront of our VMSP practice.

Additionally, our supplier subcontract agreements build in quality assurance processes to

further strengthen our programs by highlighting each supplier’s candidate vetting

obligations; these include technical assessments, along with stressing the importance of

ensuring the information being presented in candidate resumes and PeopleFluent®

submissions is accurate and reflective of the candidate’s professional experience.

CAI’s approach for requirements release through the start of a candidate engagement is

permeated with quality measures to ensure successful outcomes. From reviewing each

requirement for accuracy with hiring managers prior to releasing requirements, the

thorough phone screens we conduct with candidates to determine which candidates

possess the technical and communication skills needed for assignments, the webcam

interviews our Account Management Teams facilitate to validate candidate identities, to

the performance evaluations conducted at various stages of each engagement, CAI’s

ability to administer programs that deliver quality is unmatched in the industry.

Having the aforementioned tools and processes in place gives our experienced Account

Management Teams the confidence needed to produce quality results on a daily basis,

across all of our programs. In fact, CAI feels so strongly about our ability to provide

quality results across the board, that we provide a 10-day warranty guarantee on each

engagement. If our clients do not feel satisfied with the Resource placed for an

engagement, we will remove the Resource and will not bill the client for hours worked

during that warranty period.


6. Does your company have a process in place to receive and respond to customer

feedback? Describe how feedback is provided, response time, etc.

As an organization, we feel the feedback provided by our clients is critical to our ability to

grow and be continuous innovators in our field. As a result, we have created proprietary

tools and processes serving as conduits for receiving important information that is

essential to the health of each program.

At a program level, CAI conducts periodic client surveys using a proprietary application to

create and distribute surveys to elicit feedback from our clients serving in a variety of

roles under our programs. The surveys are created to generate feedback related to the

health of the overall program, as well as satisfaction data for specific roles and stages of

the engagement process. The questions listed in the surveys can be structured in a

variety of formats to ensure the feedback received provides useful, actionable data,

including open field responses. Concurrently, we use supplier surveys to seek feedback to

make sure the program is run efficiently, and the supplier experience is positive.

CAI also hosts quarterly client and supplier meetings geared toward sharing program

statistics and information related to the health of the program. These meetings share

information related to the number of overall engagements, high use skill sets, high use

agencies etc., as well as guided discussions on program improvement opportunities and

industry trends and best practices. These discussions are intended to open up dialogue

between all participants to solicit feedback and ideas that can be used toward building a

more efficient and productive program.

On the engagement level, CAI uses automated performance evaluations within

PeopleFluent® to generate feedback related to an engaged Resource’s performance.

These evaluations are requested at predetermined intervals, notifying each hiring

manager when an evaluation is due. These evaluations are geared to identifying

performance related issues as early as possible, so corrective action can be taken to guide

the engagement back on course.

Finally, one of the best tools CAI has for feedback is our experienced onsite Account

Managers. They are actively engaged throughout all stages of the engagement cycle,


working onsite with our clients ensuring engagements run smoothly, or to take

immediate corrective action when issues arise. They are available to receive or provide

real time feedback regarding a particular situation, or collect information for improving

the program in the future.

7. Company Financial Information

This section must include a notarized statement from a Certified Public Accountant

demonstrating the company’s financial stability for the two (2) most recently completed

fiscal years. If the statements being provided by the Proposer is that of a parent or

holding company, additional certification must be provided for the entity/organization

directly responding to this RFP.

CAI company financial Information is uploaded as Appendix_5_Audited_Financials_CAI.

8. Integrity of Company Structure and Financial Reporting

This section must include a statement indicating that the CEO and/or CFO has taken

personal responsibility for the thoroughness and correctness of any/all financial

information supplied with this proposal. The particular areas of interest in considering

corporate responsibility include the following items: separation of audit functions from

corporate boards and board members, if any, the manner in which the organization

assures board integrity, and the separation of audit functions and consulting services.

The Sarbanes Oxley Act of 2002, H.R. 3763, is NOT directly applicable to this

procurement; however, its goals and objectives may be used as a guide in the

determination of corporate responsibility for financial reports.

CAI has provided all required information as Appendix_7_Corp_Financial_Info_CAI.

9. Registration to do Business

If awarded the contract, the Proposer will be required to be registered, and be in good

standing, with the various states in which it is or will be performing the contractual

services. The Proposer must indicate the states in which it is registered and the status

of registration, if applicable, in this section of the proposal.

CAI works with 242 State Government customers, providing a range of services from


VMSP programs, staff augmentation, managed maintenance services, and application

development of our AgraGuard product, used by many States.

As of proposal submission, CAI is registered to work in the following 44 states and the

District of Columbia: Alabama, Alaska, Arkansas, California, Colorado, Connecticut,

Delaware, District of Columbia Florida, Georgia, Illinois, Indiana, Iowa, Kansas, Kentucky,

Louisiana, Maine, Maryland, Massachusetts, Michigan, Minnesota, Mississippi, Missouri,

Montana, New Hampshire, New Jersey, New Mexico, New York, North Carolina, North

Dakota, Ohio, Oklahoma, Pennsylvania, Rhode Island, South Carolina, South Dakota,

Tennessee, Texas, Utah, Vermont, Virginia, Washington, West Virginia, Wisconsin, and

Wyoming.

10. Provide authorizing documentation:

Proposer personnel signing the Transmittal Letter of the proposal must be legally

authorized by the organization to commit the organization contractually. This section

shall contain proof of such authority. A copy of corporate bylaws or a corporate

resolution adopted by the board of directors indicating this authority will fulfill this

requirement.

CAI has uploaded a copy of the corporate bylaws. The Transmittal Letter submitted with

our offer has been signed by an officer of the company who is able to legally bind the

company.

11. Provide a detailed list of all areas of contingent workforce expertise and experience.

Provide current subcontractor for each area specified.

CAI has provided the following list of labor categories that we are currently supporting

under our VMSP programs. However, it must be noted that this list is not exhaustive, but

rather reflective of our current client needs.

A copy of the information has been provided in Appendix_15_Workforce_Expertise_CAI.

12. Provide your company’s formal disaster recovery plan.

A copy of CAI’s formal disaster recovery plan has been attached as


Appendix_1_Bus_Continuity_Plan_CAI.

13. Describe your company’s experience serving customers of a similar size and scope to

this procurement. Provide specific clients and detailed examples.

Please reference our uploaded Statement of Qualifications (DAS-14) document.

CAI has extensive VMSP experience supporting clients with annual spend ranging from

$19M to $71M. CAI has effectively built 10 state programs where a State has moved from

a decentralized approach, to a centralized approach, to procuring contingent labor. Since

the inception of our VMSP practice, CAI has processed more than 18,500 engagements

across 528 agencies with agency spend totaling over $1.8 billion while meeting our

contractual SLAs and target metrics. Figure 4 illustrates the financial value we bring

through our VMSP solutions to state clients.

Figure 4: The Value of CAI's Solution

We have customized services for more than 528 agencies/hiring organizations and more

than 1,550 different suppliers using PeopleFluent® while maintaining compliance with

SLAs similar to those described in this response. In each of these programs we have

worked with the client to design a successful implementation and transition strategy for

incumbent Resources. We have then led teams to a one-time implementation and

maintained productive service through the transition of those incumbent Resources to

steady-state operations.

The following table provides an overview of how our reference contracts – Virginia,

Arkansas, Delaware, Iowa and North Carolina, as noted in the Statement of Qualifications

document – aligns with the requirements of the Lead State’s VMSP contract. We have

noted the Value and Period of Performance to provide validation of CAI’s ability to lead

and manage the program for the Lead State.

SCOPE OF SERVICE VA AR DE IA NJ NC

PERIOD OF

PERFORMANCE 2006 -

present

2006 -

present

2011 -

present

2011 -

present

2008 -

present 2015 -

presen


t

ANNUAL $ SPEND

AGENCY CONSULTATION

AND JOB DESCRIPTION

CREATION

� � � � � �

RESPONSE MANAGEMENT

AND PERFORMANCE

OVERSIGHT

� � � � � �

CANDIDATE EVALUATION � � � � � �

INTERVIEW

FACILITATION � � � � � �

INVOICE PROCESSING � � � � � �

HELP DESK SUPPORT � � � � � �

SUPPLIER MANAGEMENT � � � � � �

OPEN NETWORK � � � � �

ON-SITE TEAM � � � � � �

CUSTOMIZED ON-

BOARDING � � � � � �

JOB TITLE/

DESCRIPTION/RATE

ADJUSTMENTS

� � � � � �

STATEMENTS OF WORK

(FIXED PRICE AND T&M

PROJECTS)

� �

VMS IS PEOPLEFLUENT® � � � � � �

14. Is Proposer willing to provide the pricing proposal included in this RFP response to

Other Governmental Bodies (as defined in Sections 1.2 and 1.4.1 of the RFP)? Will

Proposer actively solicit these Other Governmental Bodies and encourage them to

purchase on this contract? Please provide a yes/no response and an explanation of

how your company intends to accomplish this objective.

Yes. Computer Aid, Inc. (CAI) will make the rate cards provided in the pricing proposal


available to all Participating Entities (PEs). CAI will work with the PEs to encourage the

use of the NASPO ValuePoint contract. CAI has a national sales force supporting state and

local entities, agencies, and educational organizations. With each of these existing

relationships we will endeavor to drive new contingent IT professional labor requirements

to the contract by promoting the benefits and ease of use of the Vendor Managed Service

Provider (VMSP) program. In addition to that, CAI is partnered with Government Sourcing

Solutions (GSS). GSS, with its nationwide reach, is made up of former state executives

who have the ability to work with PEs based on existing relationships. They are able to

identify and open up opportunities for CAI and its suppliers and market the NASPO

ValuePoint contract vehicle at the same time.

For years, we have been marketing contracts we have won through a competitive

procurement process to other states. In fact, many states have adopted our VMSP

contract over the years. CAI is unique in the way that we work with governments and

procurement professionals to help them understand the value of our contracts.

We have an exclusive partnership with GSS, a consulting firm made up of the former state

procurement directors of Pennsylvania, Illinois, Arkansas, Indiana, Nevada, and Maine.

Our colleagues at GSS meet with procurement directors at the state and local level every

day and talk about and develop the value of our contracts, among others. Because many

of them have implemented a VMSP contract themselves, they can talk from first-hand

experience about the value of these contracts in a way that traditional salespeople just

can’t.

Upon contract award, GSS will be actively engaged with us to communicate with their

state and local government colleagues about the agreement. We believe that ‘word of

mouth’ from successful implementers and users of similar contract vehicles is the best

approach to getting the new vehicle in front of states. These initial steps will be followed

up with more formal activity including presentations and marketing via electronic

methods; as well as attending various state and national procurement conferences,

seminars, and industry days.

Figure 5 identifies our process for presenting the NASPO/ValuePoint contract to potential

new PEs.


Figure 5: Promotion of the NASPO/ValuePoint Contract

15. Provide three (3) examples in which your vendor management program has delivered

hard cost savings to your customers. Please include statistical information on total

spend and hard savings, including the calculation methodology used for determining

these savings. If these examples are not from references listed previously, please

include contact information for the client organization.

CAI has been able to deliver significant cost savings to vendor managed programs since it

created the first VMSP in partnership with the Commonwealth of Pennsylvania.

• In 2004, as we stood up that first VMSP program, PA looked to consolidate a

number of contract vehicles that could help the Commonwealth achieve a savings

of over $140M. Of the eight consolidated contracts issued in 2004, the one for IT

Staff Augmentation awarded to CAI has been the most successful. In addition to

significantly lower fixed rates by job category, the contract resulted in consistent

procurement across Executive Branch agencies, with standardized workflow via a

hosted workflow tool; access to a large pool of previously untapped labor in the

Commonwealth; and full visibility into the Commonwealth’s enterprise use of

contract IT labor. In the first two years of the contract, we were able to generate

more than $50M in cost savings, representing approximately 35% percent of

projected savings.

• In 2009, following the recession, the Commonwealth needed to address budget

challenges and looked to the VMSP program for revised savings. Having won the

re-competed contract in 2008, CAI used its significant historical data and trend

analysis techniques to review trends and changes in the IT contingent labor market.

CAI was able to refine labor categories that included broader job descriptions for

lower end roles, and added more refined labor categories at the senior and subject

matter expert (SME) ends of the spectrum. This created significant savings as the

labor categories represented the marketplace much more accurately rather than

the catch-all type roles that were originally used by the Commonwealth. This


analysis resulted in over $4M of savings during the contract period of performance.

• CAI has been the preferred vendor the State of Iowa VMSP program since 2012.

During that time we have worked with the State to rationalize programs and bring

cost benefits to individual projects. As project staffing concluded their

engagements under previous contract vehicles or contingent hires, CAI looked at

the labor categories used and realigned the skill sets with the new VMSP program.

In so doing, real cost benefits were returned at a very granular level. Such

instances include the Department of Economic Development; the Department

previously had a .Net Architect resource billing at $141/hour to the State of Iowa.

After contract expiration, we were able to bring that resource back in through the

State of Iowa VMSP at $87.19/hour, resulting in a cost savings of $111,925 over the

next 12 months. This was due to the resource being aligned to the correct labor

category. The resource was not affected economically; rather CAI removed the

exaggerated profit margin from the original vendor. At the Department of

Transportation, CAI was able to replicate similar benefits. By bringing in a team of

resources to support a DoT project through the VMSP program, CAI was able to

show a savings of over $140,000 during the 12 month period of performance. Both

these instances, and others, show the value of trend analysis and market

understanding that we bring to our clients. Through careful revision, labor

categories can be more reflective of actual skills needed and therefore the rate

card is more relevant and accurate. This approach provides a very return on

investment (ROI) to the client.

16. How would you assist the Participating Entities in quantifying cost savings associated

with this contract? How would you help the Participating Entities identify ongoing

opportunities for additional savings during the life of the contract?

CAI has proven experience in employing its VMSP program to support both hard cost

savings through appropriate market driven rate alignment and through soft savings

related to consolidation of services and resources. Our VMSP programs have been able to

quantify savings of both types.

The proposed PeopleFluent® VMS tool is a highly capable application that captures client


information across a broad range of subjects and data points. This allows the client to

assess their position and implement changes that can improve on cost savings. Metrics

and results provided through the use of the PeopleFluent® VMS tool are easily reported

and quantifiable. As a result we have the ability to capture tenure and financial details

relevant to supplier or resource costs. From this we can look at ways to develop savings.

This can be in the form of realigned labor categories or pay rates reflective of the current

marketplace. Through utilizing standard reports and generating custom reports to fulfill

any request, CAI provides visibility into successful contract governance and

administration, as well as consistently identifying improvements in the current process.

The initial step in determining savings would be for the Account Management Team to

identify all resources and obtain any historical data associated with past contracts, if

possible. Achieving cost savings is very different from quantifying it.

CAI has been very successful in achieving hard dollar savings in many states through the

implementation of market driven rates that foster competition and reduce inefficiencies

in the recruitment and hiring. Our experienced Account Managers work with each

department and agency to align existing resources to the defined job titles within the

contract. Correct assessment of the role and tasks that the contractor is expected to

accomplish is key to this alignment. The personal working relationship that our Account

Managers have directly and on-site with Hiring Managers is critical to the assessment

phase and enables CAI to provide many suggestions to achieve cost savings that may be

unique to the specific State agency or branch of government.

The ongoing ability to achieve additional savings lies in the contracts ability to identify

redundancy and improve visibility for those governing the contract. This will allow for a

fully informed State user group and assist in decisions that directly impact savings.

17. Describe how you would provide information for requests forwarded to you by the

Participating Entities under open/public records law, while honoring service provider

companies’ rights to limit specific detailed information on resumes.

We will comply with the Open Records laws as they apply to each individual Lead State or

PE. Traditionally the request is made to the State government and we will comply with


any requests made of CAI by the Lead State or PE promptly and based on the laws

governing that state.

We have the ability to provide reporting on specific fields and characteristics and can

redact personal data associated with medical, personnel or similar files, as required by

law.

18. How long has your company been delivering the services and technologies proposed in

this RFP for contingent workforce management?

CAI has been providing VMSP services since 2004, with our initial project at the

Commonwealth of Pennsylvania.

19. What do you feel are your firm’s top competitive advantages?

CAI has a proven track record of being an innovator and originator in the public sector

VMSP/Contingent Workforce Management space.

Our pricing program allows for structured, market-based pricing that provides the best

solution for various state agencies across entire states and regions. The ability to identify

rates within a specific IT job market will allow for identification of workers that can meet

the needs of the state, which is critical. While many competitors compete solely on the

lowest price, our pricing provides the ability to deliver resources without increasing costs

through lost productivity or gradually increasing rates.

As an originator in the public sector VMSP space, our ability to provide quality, accurate,

and timely reports is critical to our Lead State or PE client’s ability to forecast as well as

have governance and visibility into the condition of the Lead State or PE. The focus on

providing detailed, custom metrics that provide valuable insight and data are

differentiating competitive attributes. PeopleFluent® VMS provides a reporting tool that

is far more robust than other VMS applications. Unlike our competitors who also utilize

PeopleFluent®, CAI has an experienced team that focuses on providing analytics to our

clients. This team has been creating reports and providing metrics using the tool since

our first VMSP program and now have 12 years of experience behind us. We understand

the business drivers of State government and the metrics needed to support your


business. As a result of these 12 years, we have responded to extremely varied reporting

requests and have built a repository of reports that can meet nearly any request.

Our supplier community is one of the most robust and loyal. This is due to the fact that

we treat our suppliers equitably so that regardless of stature each supplier has fair

opportunity to provide resources to our clients. As CAI pays suppliers in a regular and

timely manner, regardless of the state’s payment terms, we stand above the competition

in our payment policies and ability to provide a stable base of vendors to support each

state. Coupled with this is our ability to quickly and efficiently stand-up a VMSP program

with any new PE. Our implementation approach has been performed multiple times, so

we can expedite the process in a seamless fashion.

The Account Management Team is experienced and provides a strong subject matter

expertise not found in many other VMSP programs. It will be supported on-site or by a

local team of experience professionals. As part of CAI’s commitment to the local

community, we aim to hire and train local staff, thus bringing jobs to the area. Our

Account Management Team is also supported by an exceptional Implementation Team

who has successfully implemented 10 State VMSP contracts. This is exceptional and

allows us to bring a wealth of knowledge and lessons learned to aid the Lead State or PE

in becoming operational and meeting steady-state requirements.

Error! Reference source not found. describes our competitive advantages. These are the

features and benefits of our solution that differentiate CAI from the competition.

20. Please identify your proposed business model to deliver a contingent workforce

management solution to the Participating Entities.

CAI offers a full-service model to the Lead State, PEs, and our suppliers. We take full

ownership of the process so that the client can concentrate on its daily activities. This

means defining the business processes for obtaining contingent labor. We automate the

supply chain, configuring the PeopleFluent® VMS tool to support the Lead State’s goals

and objectives. We implement a local Account Management Team that has the

experience to support the Lead State and provide the consultation needed to ensure that


the process is operating smoothly and that suppliers are getting the correct information

so that they can provide resources that can perform in the required roles.

CAI views our supplier network as critical business partners and we maintain a

continuously open line of communication with them. We typically provide weekly and

often daily feedback when the need arises. As a result of this partnering approach, CAI’s

suppliers demonstrate a real commitment to the program which translates into speed,

accuracy, and quality service back to the PE. Backing up our full-service model is a VMSP

Operations Team that is comprised of back-office, operations, and help desk support.

This team offers services from billing and payment support, through to reports and

analytics, and user guidance and assistance. The full-service model is encapsulated by

service level agreements (SLAs) and metrics. These hold CAI to a high-degree of

accountability, therefore ensuring our commitment to the Lead State.

Since 2004, CAI has been the VMSP of choice for 10 States and Commonwealths including

Virginia, Iowa, Arkansas, New Jersey, Pennsylvania, Ohio, North Carolina, Maine,

Michigan, and Delaware. Our capability and knowledge has grown with the

implementation of each state VMSP program. Our approach is based on a seamless

implementation, which has been refined by experience and lessons learned, so that the

Lead State, its agencies using the program, and other PEs will experience little to no

interruption in the course of their business as we transition in.


• Qualified and approved small- and minority-owned suppliers across the regions

that add value and generate revenue within their local business community

• Bill Rates based on local information, using Economic Research Institute (ERI) wage

survey data that is tied to location and clearly defined roles

• Provision of qualified personnel, with all resumes reviewed and screened via at

least phone interview, reference check, and technical testing - as required - prior to

submission to the Lead State or PE Hiring Manager, described in Candidate

Selection (proposal response page 19)

• Experienced Account Management with a local presence


• Increased 10-day warranty period to fully evaluate resource capabilities and fit

• Enterprise-wide government experience demonstrating beyond doubt that we are

exceptionally qualified to successfully meet the Lead State’s needs

• Robust VMS system – PeopleFluent® VMS – that is stable, reliable, and intuitive,

described in A Web-Based Solution

• Operational Support and Centralized Billing and Payment Activities to make the

VMS easy and simple to use, providing real value

• Experience in developing participating addendums for state and local entities into

existing VMSP programs

Our goal is to be your trusted partner, working with you to provide the best resources,

and using the best local businesses to do so under the VMSP program. CAI offers a

combination of processes, suppliers, management, and tools to rapidly and cost-

effectively deliver quality contingent resources to the Lead State and PEs. CAI acts as the

single, accountable point of contact for the entire service.

21. What unique value-adds, innovations, or process knowledge does your firm bring and

how can it benefit the Participating Entities?

With a background rooted in the IT industry, CAI understands the importance being able

to serve as innovators to our client base, while being able to differentiate our offerings

through value-add services. As the industry evolves, CAI continues to be at the forefront

by integrating technologies and services that increase quality and productivity. CAI was

an early adopter of using webcam interviews to replace phone interviews. Webcam

interviews allow for faster interview turnaround times for non-local candidates without

increasing the risk vulnerability associated with phone interviews. CAI’s Account

Management Teams initiates webcam interviews by verifying each candidate’s

government-issued photo ID as a means of avoiding bait and switch or interview by proxy

scenarios. This results in a quick, thorough process that enables our clients to select

qualified resources while mitigating potential risks.

Additionally, CAI is pleased to offer technical screening interviews, or “tech outs,” at our

clients’ request. CAI has partnered with eTeki, an innovator in the technical interview


arena which offers thorough, client-focused technical screening services for a wide range

of legacy and emerging technologies. By coupling CAI’s thorough screening process with

eTeki’s technical interviews, our clients benefit by receiving qualified, verified resources

within a short timeframe. As a result, the Hiring Manager is able to quickly interview and

select from a small pool of qualified candidates.

With over 11 years of experience in the VMSP space, CAI has seasoned, highly effective

processes in place that quickly and efficiently deliver quality results for candidate

screening, reporting, and invoicing. Our screening methodology allows our Account

Management Teams to review and screen large quantities of candidates, while still

adhering to the clients’ speed and quality SLAs. CAI is one of a select few firms that

conducts thorough phone screens as part of the short listing process. While many of our

competitors speak to their “screening” processes, most do not speak with candidates

prior to providing a short list of candidates to consider. Instead, they simply review

resumes and candidate profiles without taking communication skills and other factors

into consideration, without verification, making determinations based solely by what is

presented by the supplier. With CAI the result and benefit to our clients is a thorough yet

highly efficient screening process that delivers quality services in a timely manner.

Having worked for decades in the public sector, CAI has a unique understanding of the

financial process in place with this client base. We understand the need for specific

invoicing requirements to ensure dollars are allocated to the correct funding source,

which is especially important when grant monies are being used. We understand the

importance of planning for each fiscal year turnover. We have completed thousands of

fiscal year transitions where every resource must start utilizing a new Purchase Order

(PO) or line item at the start of the fiscal year. We have experienced budget impasses and

have had to manage the impact to our clients and vendors. We also have a long history of

successfully working with and supporting small and minority businesses. We have specific

support options available to them which can help small businesses survive, as well as

providing them with mentoring and best business practice guidance.

With CAI, you have a VMSP that has the experience and expertise to successfully manage

not only the hiring workflow but the financial workflow as well.


Business Process

“Standardizing the business process” for contingent labor involves implementing a

contract vehicle with sufficient structure for customers to obtain consolidated pricing,

while following relevant procurement laws and integration with existing accounting

software. It does not involve forcing users into the predefined workflow of a packaged

software product. The process in turn must apply initially to departments seeking

contingent IT labor, while allowing for easy extension both to other related organizations

and to non-IT categories. The benefit to PEs is that a standardized process means a

repeatable and measureable process. This means that the impact of the new contract can

be measured and the results provide an indication of success, as well as identifying areas

of improvement. This in turn can help the PE understand their ROI. Secondly, a

repeatable process provides consistency in approach, ruling out ad hoc approaches to

procuring IT contingent labor, which makes it difficult to measure success. A repeatable

process defines the steps to take for procuring IT contingent labor. This provides ‘checks

and balances’ so that should each step be followed, the end result will be a successful

hire.

Automation Across the Supply Chain

Specifically as it pertains to the business model, CAI will configure its VMS tool in a way

that supports the State’s specific goals and objectives under the contract.

The key is that all stakeholders interface with the same common technology platform so

that every aspect of the contract performance can be calculated, measured, and

managed.

CAI is in a unique position to offer value-add services that go above and beyond the

requirements for the Pipeline program – at no additional cost to our clients. Our offerings

enhance the effectiveness and usage of the client’s VMSP program, and have been very

successful for our clients who have taken advantage of them. Our Value Added Offerings

are listed immediately below.

Management Training


CAI will provide continuing education credits to client project managers free of charge

through our ITMPI course offerings. These are available electronically and on-demand for

your convenience.

Financial Services Support

Our model includes paying subcontractors for approved services on a monthly basis,

regardless of our receipt of payment from the client, with the exception of events noted

in the subcontractor agreements (SAs), e.g., such as long term budget impasse.

We also provide financial services support to the client with flexibility in invoicing, grant

funding support, and monitoring of timesheets.

Small Business Enterprise (SBE) Services

We are offering additional services to promote growth in the local small business

community. By offering assistance with managing cash flow, support for training and

retention of workforce, and program mentoring, we aid our local business partners.

Support for Contingent Labor Topics and Risk Management

CAI’s VMSP Program Office members are SMEs on contingent labor topics. Through our

participation in industry organizations such as Staffing Industry Analyst, we are able to

monitor topics that may impact our clients and how they deal with the contingent labor

workforce.

22. How will you manage our account? Please indicate the position, job functions, and

responsibilities associated with your management teams.

Proposal §4.2.2 Account Management

The success of a VMSP program starts with the Account Management Team. The ability

of the Account Management Team to work alongside the client, develop a trusted

partnership, and be proactive in the management of the service is vital. The Account

Management Team – which will implement, manage, and maintain the Lead State’s

program – is a highly experienced group of IT and staffing professionals.


Our team will consist of a Senior Account Manager, Ms. Ellen Sigl; Technical Manager, Ms.

Linda Leiby; and Customer Support Manager, Mr. Scott Edwards. We will also utilize CAI

support personnel, whose ability and experience will be to ensure the successful

implementation of the project, the correct configuration of the PeopleFluent® VMS

system itself, pre-established contractual relationships with vendors, marketing and

communications for the NASPO program, and Billing and Payment activities.

As a rule, our Account Management Team members are IT professionals first. This means

that their individual qualifications and certifications are representative of the IT markets

they support. There are two significant benefits to this approach; firstly they have the

knowledge and technical understanding to really comprehend the Lead State’s

requirements. In working with the Hiring Managers they are able to go into real detail

with regard to the position requirements. They can assist the Hiring Managers in building

job descriptions and also share the latest market trends or technologies. This ability is

strategic because the second reason for our staff being IT professionals is that it allows

them to screen candidate resumes in detail and to conduct structured, technically driven

interviews prior to the candidate being submitted to the Lead State. This is a significant

benefit as we can root out candidates who are not fully qualified and save the Lead State

from issues that might arise with an under-skilled Resource being hired.

Ellen Sigl, Director, Public Sector Contingent Labor

CAI is pleased to present Ellen Sigl who is the Director, Public Sector Contingent Labor.

Ellen joined CAI in 2004, and has 26 years in the IT industry; she has managed our VMSP

Staff Augmentation program since it started in 2004. She is committed to each program’s

success and will function as the primary point of contact for the Lead State users while

initiating the program. Ellen will serve as the initial Account Manager for the program

and will continue to provide executive level guidance and support throughout the life of

the Contract.

Ellen has worked to implement the CAI model in 10 states and brings those best practices

to the Lead State. She holds a Certified Contingent Workforce Professional certification

(CCWP). She attends Contingent Labor Conferences as well as NASPO and NASCIO. She


presented “IT Workforce Issues” at the Intergovernmental Technology Conference in

spring 2014.

Ellen will have the authority to act on behalf of CAI, and will be the main point of contact

for all interaction relating to the management of the VMSP program.

Linda Leiby, VMSP Operations Manager

Linda Leiby currently serves as the VMSP Operations Manager for our VMSP Program

Office. Linda has been with CAI since 1994. Supporting the Lead State, Linda’s role will be

that of VMSP Operations Manager, where her PeopleFluent® configuration,

implementation, and reporting experience will be key. Linda will serve as backup Account

Manager in Scott’s absence. Linda has served in each of CAI’s VMSP programs beginning

with the PA IT Staff Augmentation program in 2004 through the latest implementation of

the State of Michigan.

She has served as both an Account Manager and Manager of the VMSP PMO, which is

currently her full-time role. She has been an integral participant in each of CAI’s state

VMSP implementations. She is a CAI employee with 26 years of IT experience, and has

worked to refine the business invoicing and reporting requirements across each program.

Linda brings best practices from the industry and other public programs to the Lead State.

Linda holds a CCWP certification. She is a PeopleFluent® VMS and BusinessObjects SME

and has served on the PeopleFluent® Client Advisory Board since 2012.

Scott Edwards, Senior Account Manager

Scott has 11 years of IT applications, infrastructure, and communications industry

experience; with expertise in customer support, account management, and IT resource

recruiting and placement. He has six years of VMSP customer support experience with

public sector contracts managed in multiple states, with an annual contract value

exceeding $65M for state agencies under his management. Scott’s accomplishments

include successfully engaging more than 1,500 IT resources for two VMSP programs over

the last five years, managing up to 310+ concurrent engagements at any given time. Scott

is very conversant with the process of transitioning incumbent Resources.




CAI proposes the contingent role of Sue Flaxman, an Account Manager with CAI, to offer

additional support during periods of high demand, as required. Sue is an experienced,

results driven IT professional with more than 20 years of experience in a variety of IT

related skills. Sue has six years of account management experience serving multiple state

agencies across our VMSP contracts. She has worked with CAI’s program model and has a

proven history of managing to SLA compliance metrics. Sue has worked extensively with

a variety of agencies to provide consultative-type service to assist in refining the

workflow, and especially consulting on payment problems across our other programs.


23. Describe how you will present your company’s performance management review.

Proposal §4.3.3.4 Quarterly Executive Review

CAI is eager to develop a strong level of customer satisfaction, and to that end we present

a quarterly executive review to the NASPO ValuePoint Cooperative Development

Coordinator. The report will include a list of states with an active Participating Addendum

and a statement of negotiations with any state who is considering joining the program.

CAI recommends the following items to be considered in the Quarterly Executive Review.

These describe our service and how well we are doing in meeting the metrics and service

levels agreed to under the contract. CAI reviews the quality of candidates and our

services in each Quarterly Executive Review. Metrics and recommendations are provided

in our Quarterly Report, and discussed at the review meetings.

Typically we present the topics listed in Figure 6 for review and evaluation; however we

will finalize Quarterly Review topics during Implementation.

TOPIC COMMENTARY

CONTRACT UTILIZATION


Active States A review of participating states and their usage of the NASPO

ValuePoint program.


States in discussion to join the program, any challenges they are facing

to take up the program, and mitigating strategies to address those

concerns.

Job/Levels/Skills

Review most-requested titles across agency usage and evaluate how

they align (or do not align) with Lead State strategy. For example,

some agencies may utilize contractor staff primarily for programming,

while others may utilize a variety of senior level resources. Review

the usage of the exception category to determine trends in usage.


If desired, we will support the tracking of ACA compliance with the

workforce along with the tracking of immigration needs or the use of

W-2 employees.

Tenure

PeopleFluent® VMS is configured to track the tenure of specific

individuals across engagements. This will allow for tracking and

reporting on Lead State tenure of individuals as well as tenure within a

particular agency.


Resources hired for full time employment by Lead State, or targeted

for full time hire.

VMSP PERFORMANCE


Performance against the SLAs for those engagements and requisitions

bound to the agreements. This topic may also include a listing of

those requisitions designated by the States as exempt from the SLA

measurements.



Network Performance

Presentation and discussion of dashboards and analysis of the supplier

performance by tier including the performance of any targeted types

of suppliers.

MARKET TRENDS

Wage Review

Review the most recent wage data as compared to the wage data

currently in use by the Lead State. Review those findings against the

additional program metrics to evaluate the health of the rate card.

Technology

Report and discuss technologies use in the required skills both to

evaluate Lead State usage against industry-wide usage as it relates to

supply and demand, and how it may affect the rate card.


If appropriate, we would welcome an opportunity to prepare the

network for longer-term projections, specifically in terms of

technologies and skill sets. The direct outcome of this is to determine

appropriate communications to the supplier community, particularly

with emerging technologies and newly instated enterprise standards. Supplier Communications


Invoicing Track and discuss any bottlenecks of unpaid or overdue invoices, as

well as recommend potential process improvement.

Targeted Savings

Discuss any new strategic initiatives or goals; our intent is to align the

Contract exactly with Lead State Executive policy based on evolving

strategy.

Surveys Discuss findings from user surveys and identify items for

improvement.

Figure 6: Quarterly Review Topics

24. Where will the account management team be located?

Proposal §4.2.2.1. Building a Presence in the Lead State


CAI understands the importance of having a local, on-site presence for managing the day-

to-day tasks, issues, and risks of a VMSP program. For supporting the State of CT, CAI

proposes the placement of an on-site Account Management Team in Hartford, CT. In

support of other state or regional cooperative member programs, CAI also proposes

establishing local account management teams in those areas, based on client discussions

and business needs. These details will be discussed during development of a Participating

Agreement with each state or regional cooperative member.

In addition to the local account management teams, CAI also has the ability to leverage a

team of seasoned Account Managers in Harrisburg, PA, as well as team members in other

states. With this approach, we have the ability to manage and support your day-to-day

business locally, having access to additional resources during peak periods of activity.

25. How do you measure your account management team’s performance?

CAI will measure our Account Management Team’s performance using the same

contractual SLAs that serve to measure our program’s ability to effectively manage

processes and workflow, to ensure successful results. Since the Account Management

Team facilitates the overall workflow, we feel it is important to measure their

performance using the same criteria. In the event an SLA is missed, we can then work to

determine the root cause, taking the appropriate steps necessary to correct the course.

In addition, we can use customer surveys to solicit client feedback related to account

management performance to identify any areas of potential improvement. CAI also

provides contact information for our leadership team, giving direct access for feedback.

Additionally, we manage performance through weekly team/leadership calls to discuss

performance and activity, as well as formal internal performance evaluations.

26. What elements of this team are most critical to its success?

Experience is the most critical element to ensure a team’s success in managing a VMSP

program. Having account management teams possessing IT experience based on industry

best practices adds value at all phases of the process, from requirement qualification,

candidate screening, and onboarding.


On-site support is another critical element for success in providing strong customer

service and risk avoidance. By having team members on-site, the client has full access for

day-to-day needs, issue resolution, and early intervention to reduce vulnerabilities related

to risk. These elements, when combined, result in an engaging, mutually beneficial

relationship providing a positive experience for all parties.

27. How would you facilitate the regularly scheduled contract review meetings? What

elements and issues do you believe should be included in these discussions?

Proposal §4.3.3. Reporting

Please see response to Question 10, above. CAI has provided an example Quarterly

Report at Appendix_18_Example_Quarterly_Report_CAI.

A typical CAI Quarterly Report Agenda for our existing clients includes the following

topics:

• Contract Overview

• Agency Participation

• Job Title Usage

• Service Level Agreements

• Supplier Performance

• Discussion Topics

We go into significant detail for each item. Our report is metric driven so that the Lead

State or PE can clearly see any deficiencies or failed metrics, as well where we clearly

exceed targets. Presenting factual data and statistical analysis provides a very relevant

and realistic view of the contract. It avoids ambiguity and any massaging of subjective

comments. The data is pulled directly from the PeopleFluent® VMS tool.

28. Provide a detailed training plan for all users including customer end users, suppliers,

and contract employees, including the methods used (instructor led, distance learning,

“train the trainer”, CBT, online tutorial, etc.), locations, and frequency of offerings.

Identify the standard training and any customized training that is available to reflect


individual department or institution needs, and include any limitations such as class

sizes, locations, and time limits.

CAI has extensive experience providing training on the PeopleFluent® VMS and our

approach to providing VMSP services. Training for program staff focuses on a number of

key topics so that the user community is able to use the features of our program. Our

approach to presenting these topics can be tailored to program staff requirements and

availability. We can present topics sequentially in one session covering the entire

workflow, or as individual sessions for users who want to focus on a particular point in the

workflow or have time restrictions. During the program kick-off meeting, we will

establish the number of required users and develop a plan that suits the overall goal of

the client, with flexibility being essential. While training new users is a major focus during

implementation, these training sessions are made available throughout the life of the

contract.

• PeopleFluent® Navigation – All users are trained on how to navigate through the

pages in PeopleFluent®.

• Creating a Requirement – Hiring Managers who submit task orders are trained on

the process of creating a Requirement within PeopleFluent®.

• Approving a Requirement – Approvers who have approval/rejection authority of

submitted Requirements are trained on the process of reviewing and

approving/rejecting a Requirement within PeopleFluent®.

• Selecting Candidates – Hiring Managers are trained on the processes the CAI

Account Managers follow to select the candidates forwarded on for consideration

as well as the processes they follow to review and select a candidate for

engagements within PeopleFluent®.

• Approving Expenses – Hiring Managers who have authorized expense

reimbursement on their task orders are trained on the process of reviewing/

approving/rejecting expenses within PeopleFluent®.

• Approving Timesheets – Time approvers are trained on the process of

reviewing/approving/rejecting timesheets within PeopleFluent®.


• Evaluating a Candidate – Hiring Managers with engaged Resources are trained on

the process of evaluating the engaged candidate within PeopleFluent®.

• Reporting – All users have the opportunity to learn how to run and/or create their

own reports within PeopleFluent®.

To accommodate the schedules of all personnel, several methods of training delivery are

offered:


� provided to individuals or groups

� scheduled as needed

� can be done on-site or CAI facilities, if available

• Citrix GoTo Training real-time webinars

� provided to groups of users

� quarterly reviews highlighting new processes or PeopleFluent® functionality

� as needed training of entire workflow

� 24x7 access to training materials via PeopleFluent® ‘Guide Me’ functionality

� available to all users with a PeopleFluent® login

� houses contract documentation including training guides and training videos

� has decision support functionality to guide users to specific results

The PeopleFluent® ‘Guide Me’ functionality is unique in that it delivers answers to user

questions online, immediately, and in two modes: via User Guides (online) or videos. As

the program evolves, the training materials are updated and made available immediately

through this functionality.

29. Describe the ongoing support available to end users, including hot line or toll free

numbers, day and time availability, and any restrictions.

Some VMSPs limit the number of support or help desk requests that can be submitted by

the user community, often charging additional fees once the quota is reached. CAI’s

VMSP Operations Team provides unlimited support at no additional cost. A toll free Help


Desk number will be made available for the PE as well as a dedicated help desk email

address. The help desk is monitored during normal business hours but users have access

to off-hours support for critical issues. Requests are tracked on our Service Desk ticketing

system and include the following:


• Password resets





30. Identify the amount of staffing and the funds as a percent of revenue that are devoted

to customer support.

Greater than 50% of the VMSP fee revenue CAI receives from the Lead State will be

devoted to customer support. This percentage will vary as the revenue varies. The

remaining portions of the fee included in that calculation include fees for the VMS as well

as service fees that are returned to individual states or to organizations like NASPO

ValuePoint.

31. How do you provide help-desk support? What specific help-desk services are offered?

Please list any websites used for support purposes.

Proposal §4.2.4.1 Help Desk

CAI’s administrators provide Level 1 support for help desk calls, logging and tracking

issues, and questions from the Lead State, PEs, and vendor users. The Operations Team is

highly skilled, having provided support across our entire VMSP contracts for many years.

They have extensive knowledge of the procedures related to these types of contracts so

that their responsiveness is quick and accurate, and based upon lessons learned.

They are able to answer general questions on how to utilize the contract, but escalate to

the local Account Managers as necessary. The team also has deep experience with the


PeopleFluent® VMS tool and is able to answer “how to” questions related to the use of

the tool from the agency, vendor, and candidate perspectives. They are capable of

providing ad hoc training over the phone when needed, i.e., talking to the user and

walking them through a process. Requests are tracked on our Help Desk ticketing system

and include the following:


• Password resets





32. Provide a narrative outlining your supplier relationships. Give an example of an

exceptional supplier partnership.

We care about our suppliers: without them, we all will fail. We communicate with our

suppliers so they are prepared to meet current and future demand. We also nurtured our

suppliers financially by making consistent and timely payment on supplier invoices to

prevent hardship, especially for smaller firms. As an example, CAI was able to pay all

suppliers during a 101-day budget impasse in Pennsylvania, even as the Commonwealth’s

ability to make payments to CAI was constrained.

In FY2014-15 we maintained over 2,300 suppliers who submitted 250,000 candidates for

open positions in our VMSP networks. We have made a huge investment in our supplier

networks, spending hours training, coaching, teaching, recruiting, and reaching out to IT

firms, particularly smaller minority- and women-owned firms, to join and participate in

our programs, with the assistance of CAI’s dedicated vendor management team.

Here is what our suppliers have to say about CAI:

• “It has opened up new opportunities and doors to us that may not have been

otherwise.”


• “The consistency of getting paid on time without delay has had a tremendous

impact, getting Invoices paid within 30 days instead of 3-6 months.”

• “Consultants are reviewed, interviewed and hired in 1/3 of the time it took before

with less risk of losing the candidate to other opportunities; recruiting time is not

wasted.”

• “Administrative costs have dropped internally due to electronic time keeping and

invoice generation. ACH payments as well have helped with our expenses.”

33. What process, if any, do you use to recruit and attract Minority and Women’s Business

Enterprises service suppliers?

Proposal § 4.5.2.4 A Commitment to Small/Minority Enterprise Subcontractors.

CAI supports the belief that minority and women’s business enterprises should have the

maximum opportunity to participate. To this end we will recruit from local associations

and work with the States and the local associations to identify and invite firms with

specialized status such minority, veteran and woman–owned firms to the program. We

will also maintain a vendor facing website that details the enrollment and gives tips for

participation.

CAI develops our supplier networks to include diverse ownership and small-sized firms so

we can meet the needs of our clients. CAI has worked with Minority-Owned, Women-

Owned, and Disadvantaged (M/W/DBE) Businesses on many of our contracts and

currently works with a network of M/W/DBE contractors for staff augmentation services.

We strive to meet or exceed all required percentages for M/W/DBE contracts and actively

engage vendors certified by the clients where we currently hold contracts.

CAI has also identified a large number of small and minority owned businesses in

response to the Subcontractor requirements tables above. It can be seen that CAI’s

business model includes an increased used of small and disadvantaged business

compared to other organizations. We have also identified our Top 5 small and minority

business partners in the Subcontractor requirements proving our commitment. These are

not new relationships but long term established relationships with qualified and capable


suppliers, which the revenue numbers testify too.

34. What process do you use to recruit and attract emerging technology IT Professionals

and/or suppliers?

In our role of managing programs of this size, CAI not only watches for trends in

employment and contingent labor, but we stay apprised of changes in technology. CAI’s

local account team will partner with the State of Connecticut and monitor their IT

directives and policies that govern their architecture and technology choices. We’ll work

to communicate these technology needs to the supplier network through daily

communications and supplier meetings so that they can source staff to meet those needs.

Likewise, we retain an open supplier network so that we can enroll suppliers who may

specialize in those technologies and have staff to support the State’s needs.

As those technologies mature, we watch the wage indexes so that as the technology

matures and the wage stabilizes those positions can be broken into a range of IT titles are

lower rates.

35. What process do you use to recruit and attract legacy technology IT Professionals

and/or suppliers?

Through our term of service managing enterprise programs that require a great range of

technology resources at a range of rates, we’ve discovered that recruiting and attracting

resources for legacy technologies is similar to maintaining supply for the emerging

technologies. As the resource pool shrinks for these technologies, we’ve relied on an

open network of supplier so that we can cast a recruiting ne that is regional or even

national in order to maintain the supply of talent. We also communicate openly and often

with those suppliers so that they have the time to properly find and source capable

resources to fill the positions. The Quarterly supplier meeting is one method for

forecasting upcoming needs for talent and resources. This is an essential part of building a

strong network since the participating suppliers are able to offer direct feedback and

engage on dialogues as to any challenges that may come from finding those types of skills

and resources. The local team will also issue PeopleFluent® alerts weeks before the

requirement is released in order to assist in sourcing.


36. What percentage of staffing suppliers have refused to participate in your supplier

management/contingent workforce management program?

On average, fewer than 5% of suppliers refuse to participate in a new staff augmentation

program. CAI has a supplier adoption rate of greater than 95% when an open supplier

network is implemented with the kick-off meetings and training offered to suppliers. The

percentage remains high because there are few barriers to entry in a staff augmentation

program. Training and mentoring are available to supplier participants, as are reliable

and even expedited payment terms for those supplies who choose to take advantage.

37. Please describe your staffing supplier management program – is it a tiered program or

an all-inclusive broadcast program?

Proposal §4.5.2.1 Managing Subcontractor Network

CAI proposes to create a tiered pool of suppliers to support the Lead State. The criteria

for each pool reflect the qualifications and certifications of each business. CAI proposes,

at a minimum, to build supplier pools that include local, small, and disadvantaged

business types. We will work with the Lead State to establish metrics that ensure

minimum revenue amounts flow to these business types. This helps build the vendors’

local community by creating work opportunities and jobs, as well as supporting the Lead

State or any other participant state, in meeting their small and disadvantaged business

goals.

The program is supplier neutral and includes an open network of suppliers who

participate in the program by submitting candidates through the competitive placement

process. An open network enables suppliers to join at any time and it enables the client

access to a variety of candidates at consistent rates. Since suppliers can join the network

at any time, it also eliminates the need for layers of subcontractors.

We will define our tiering structure during implementation with input from the PE. For

example, the first tier may include suppliers who consistently provide qualified candidates

and whose candidates perform well, with low attrition. The first tier may also include a

class of businesses – perhaps qualified small or disadvantaged businesses – that have an

economic impact on the PE. While the first tier may be the first group of suppliers to


receive notice of a requisition, all firms within the tier are competing fairly for the work.

Figure 7 shows the tiering process we have created to support the Lead State. This

process is aimed at building a supplier pool with disadvantaged and small businesses. We

understand that in some instances PEs do not have the same requirements and we will

therefore create supplier pools that reflect this.


38. How many staffing suppliers work within your network?

As described in response to Question 37 above, CAI manages open vendor networks for

our contracts. As a result, CAI networks have over 1500 active suppliers.

39. What benefits do suppliers achieve from participating in your programs?

The following are benefits to suppliers in our programs

• Supplier Neutral process – all suppliers are competing on a “level playing field”;

candidates are selected based on quality and not based on who is submitting them

• Business incubator for small and diverse businesses

• Expedited supplier payment options

• New business opportunities available through CAI’s other VMSP contracts

40. What services does your organization provide the staffing suppliers who participate?

[Type a quote from the document or the summary of an interesting point. You can position the text box anywhere in the document. Use the Drawing Tools tab to change the formatting of the pull quote text box.]


We actively pursue suppliers across all our VMSP contracts, encourage them to enroll in

more than one State, and help them leverage Resources across the “global” supply chain.

After attracting suppliers to our network, we mentor them so that they are prepared to

respond quickly with their best-suited candidates.

Our network of suppliers has national reach, and with the PeopleFluent® broadcasts,

suppliers are able to source ahead of the release of a requirement. In addition, high-level

program information, such as discussion on the most common types of requirements,

assist the suppliers in sourcing and recruiting for those needs in greatest demand.

Through a variety of communication broadcasts, we can use our trend analysis to prepare

our network so that they are positioned to respond to requirements by providing

qualified Resources in a timely manner. Broadcast mechanisms include PeopleFluent®

notifications announcing upcoming requirements based on agency information to the

Account Managers, announcements included in Weekly Updates, and individual vendor

meetings and phone calls with the Account Management Team.

In addition, CAI hosts Quarterly Supplier meetings where we share high-level program

information – including job title utilization trends, and current and projected agency

needs – ensuring the suppliers are prepared with the necessary tools and information for

sourcing and recruiting for those skills in greatest demand. Our services include:

• Dedicated Supplier Management team to assist suppliers in all aspects of the

contract

• On-boarding calls for suppliers

• VMSP helpdesk and support via online chat

• Quarterly Supplier Meetings to cover best practices in program participation, as

well as industry related education and offer the opportunity for supplier feedback

• Heads up broadcast to suppliers to enable more time for sourcing and quality

control of candidates

• Introduction and mentoring into CAI’s other Staff Augmentation/contingent labor

programs


• Expedited Payment Terms for a 1% fee

41. What are the steps used to qualify and add new suppliers? When and why do you

terminate suppliers?

Qualifying suppliers is straightforward process. Suppliers can join the open network at

any point during the contract in order to compete for business. A supplier obtains all

contract documentation required for joining the supplier network from CAI’s public facing

contract portal website (see

Figure 8). From this website, the supplier downloads “how to” instructions on joining the

network(s), the subcontractor agreement between CAI and the supplier, and a list of

documents that must be returned to CAI.

In each of our VMSP implementations, the basic criteria for inclusion in the supplier

network include:

• Confirmation that supplier is not on any published supplier disbarment lists

• W-9

• Required insurance certificates

• Marketing literature

• Client-specific criteria


Suppliers are removed from the network if they are not current on required

documentation (example: insurance certificates have expired), poor performance, and

violation of terms of the subcontractor agreement or if they are disbarred by the State.

CAI will keep the client abreast of any situations where a client needs to be removed.

Figure 8: Supplier Portal

42. Describe your process for determining supplier rates.

CAI’s bill rates are based on industry metrics, scientifically derived, and supported by

years of market experience. We have used extensive wage metrics from ERI to develop

our separately submitted pricing. Based on how well our pricing methodology has

performed in the past eight years, we are confident in the accuracy of our pricing model


and our ability to deliver high-quality resources to the Lead State within our proposed

timeframes. The approach to pricing is a critical success factor for maximizing the results

toward a steady supply of qualified resources to our customers.

CAI uses salary data from ERI as a means of determining baseline wages. ERI an

independent research firm whose algorithms and data have been in use for the past 30

years; it does not offer consulting services, i.e., it has no self-directed incentive for

modifying its metrics. In our many years of providing VMSP services to various

government agencies, we have found ERI data to be extremely accurate for estimating

salaries by position description and geographic location.

CAI then determines the vendor rate by deriving the markup on the wage rate that covers

all costs and obligations that any employers must pay prior to calculating a profit. In

developing a subcontractor markup for the contract, we created a formula to cover their

payroll costs, employee benefits, contract expenses, and modest pre-tax profit. This

becomes the rate per hour that the vendors are paid for their selected resources. Unlike

other VMSP programs, the vendor receives 100% of the CAI vendor rate with no

reductions made to their invoices. The CAI VMSP service fee has no hidden subcontractor

fees.

It is upon this vendor rate, or labor rate per hour, that the VMSP service fee is applied and

becomes the bill rate to our customers. The VMSP service fee covers the cost of doing

business for CAI. These are reasonable costs for doing business, such as our own labor

costs as well as administrative fees for the VMS tool.

CAI analyzes the ERI data and makes recommendations to our customers regarding

increases or decreases to the contract rates. The final decision on changes to rates rests

with the customer; CAI adheres to those decisions. We will continue to conduct these

reviews on a frequency acceptable to the customer.

43. Describe the back office operations of the Vendor Management System program that

your company offers.

Proposal §4.2.4 Operations Support and Help Desk


A key component of managing the supplier network is the VMSP Operations Team. They

are also responsible for most back office tasks, as the following narrative describes. This

team consists of two distinct sub-teams: Analytics and Engagement. The teams work

together to configure PeopleFluent® VMS and engage candidates so they can submit their

timesheets. These tasks ensure the workflow operates seamlessly.















CAI’s VMSP Operations administrators provide Level 1 support for any help desk calls,

logging and tracking issues and questions from both PE and vendor users. Having

provided support under all of our VMSP contracts, they have extensive expertise in all

procedures related to these contracts.

They are able to answer general questions on how to utilize the contract, but escalate to

the local Account Managers as necessary. The team also has deep experience with the

PeopleFluent® VMS tool and is able to answer “how to” questions related to the use of


the tool from the agency, vendor, and candidate perspectives. They are capable of

providing ad hoc training over the phone when needed, i.e., talking to the user and

walking him/her through a process. Some common help desk requests are:

• Password resets

• Timesheet corrections

• Guidance on entering requisitions

• Addressing PeopleFluent® VMS problems

• Responding to report requests

• Completing user setups

• Providing training

The VMSP Program Office team members directly support all our VMSP clients.

44. Do you have a contracts and legal group to review all supplier agreements and

insurance requirements and if so please describe this group?

Our supplier agreement terms are reviewed and approved by CAI’s in-house legal team.

This includes lawyers, HR specialists, Immigration specialists, and Insurance specialists.

45. Describe your candidate on-boarding and off-boarding processes.

Candidate On-Boarding

Once a candidate is selected, our Account Manager notifies the vendor, verifies the

candidate is still available, ensures he/she has completed the necessary background

checks, and completes all other tasks related to onboarding. The CAI Account Manager

also ensures that the candidate knows where and to whom to report on the first day of

the assignment.

The VMSP Operations Team trains the candidate in the use of the PeopleFluent® tool for

time reporting. The supplier works with the CAI AM to ensure that all documentation and

pre-employment requirements are completed as part of the on-boarding process,


including background checks, screenings, non-disclosure agreement (NDA), certifications,

and any other conditional documents. These reports are uploaded via PeopleFluent®;

and the Account Manager receives notifications when these steps are completed.

Candidate Off Boarding

The Account Manager notifies suppliers of (pending) disengagements and ensures proper

notification is forwarded to CAI support team. The Account Manager also works with the

Agency Manager to make sure all credentials and agency property has been returned to

the agency, and agency security has been notified to remove access.

Once notified the contractor has completed the engagement, the VMSP Operations team

makes sure timesheets have been completed and goes through the administrative

functions to disengage the candidate.

46. Describe your procedures for resolving employee relations issues.

By having an accessible Account Management Team on-site, engaged resources have the

ability to approach members of our team to discuss issues or concerns. The Account

Management Team serves as the primary point of contact to resolve engaged resource

issues, so the client does not need to be involved. The Account Manager then contacts

the resource’s supplier to discuss options for resolution. In the event the supplier is

found to be non-compliant, the CAI Account Manager may escalate the matter according

to the terms of the SA. Our goal is to reach a quick resolution, which is acceptable to all

parties, preventing the potential for a disruption in service to our client.

We anticipate that our screening procedures and experienced management techniques,

along with the experience of our Service Delivery Manager, will prevent the small bumps

in the contract from escalating into major problems. If a major issue does occur despite

our best attempts, we intend to approach its resolution using this process :

Contact the Client Immediately

As soon as our Applications/Service Delivery Manager is made aware of a possible

problem, s/he will follow the communication plan and notify the appropriate


stakeholders. S/He will use this opportunity to gather information, isolate the exact cause

of the problem, and provide assurance to you that we are giving the issue our full

attention.

Schedule a Face-to-Face Meeting

Handling a customer complaint can become sensitive and the likelihood that it will be

resolved amicably is higher in-person. Once we have an idea of what's wrong, we will

schedule a meeting if appropriate to make sure we fully understand the issue and offer

solutions.

Acknowledge the Problem

All too often, when dealing with an upset client, it is easy to overlook a simple rule of

conflict resolution: acknowledge the problem. Instead of finger-pointing, we will listen

and confirm that we heard and understand your concern.

Determine What You Want

We will give you an opportunity to explain what it is you expect in order to resolve the

problem. Knowing what you want is half the battle. We may ask you for several

acceptable options that would solve the problem.

Negotiate, Execute and Move Forward

The final step is to reach a resolution and agree on it. We will analyze the options on the

table and how each fits within the context of the project plan. Our goal is to determine

the option that not only solves the problem, but also does so with the least affect to the

overall project, thus a win-win solution. We will be sure to follow up on the solution to

make sure the problem is solved. And most importantly, we will revisit and correct the

appropriated project processes to ensure that the problem does not occur again.

47. How do you ensure that quality and service levels are maintained by the supplier

community?

CAI includes specific quality control points in our subcontractor agreements. These


agreements require the following of all enrolled subcontractors:





CAI uses the Supplier Dashboard (Figure 9 below) to monitor a specific supplier’s

performance. The dashboard highlights specific points of performance – both positive

and negative – and enables the supplier and the VMSP to discuss and evaluate

performance and potential areas of improvement.

Figure 9: Supplier Dashboard

48. How do you ensure that RFP requirements on background/reference checks are

properly carried out from your staffing suppliers? Please provide an example of how

you have monitored these requirements for a current client.

Proposal § 4.2.3.2. Background Checks




of completion of each check and stores the background check results. If a candidate fails

to pass any of the required background checks for a specific requisition, it is noted within

Compliance Manager and the candidate is rejected. For engaged Resources actively

working against a requisition, compliance items including background checks are


performed again prior to the documented expiration dates. If an engaged Resource now

fails to pass the background check or CAI becomes aware at any time of security issues

surrounding the Resource, they are disengaged and removed from the State’s facilities.

Figure XX provides a screen shot of Compliance Manager.

49. Describe your company’s position and philosophy regarding the concerns of co-

employment

One of the benefits of having a VMSP is risk mitigation as it pertains to co-employment.

CAI’s role is to make sure that all parties involved have an understanding of their

relationships and that these relationships are well defined with the goal of making sure

the client is protected.

In an effort to mitigate risk, CAI performs the following risk mitigation activities with the

Lead State clients:

• Creates layers between contingent workers and client managers through staffing

suppliers and a VMSP.

• All aspects of the economic relationship with contract employees (e.g., payroll,

raises, bonuses, benefits) are administered without client involvement.

• All communications regarding the duration, or termination, of employment are

handled without client involvement.

• Employment-related issues that arise between contractors and client employees

should be promptly communicated by the client to the CAI Account Manager,

enabling CAI and the client to work together to resolve these issues effectively.

• While client day-to-day supervision may be unavoidable, it should be minimized

when possible.

• Avoid discriminatory conduct.

Have all contract workers sign a document stating that they are employees of the staffing

firm and that they waive any claim to compensation or benefits from the client.

50. What current policies or procedures do you have in place with other clients regarding


co-employment? Please discuss how you protect your clients from co-employment

issues.

As a Contingent Labor Manager, we work to stay current with industry topics like co-

employment and we are able to tailor the risk mitigation techniques to the needs of

individual clients.

We have documented approval workflow to show that the continuation of contractor

engagements is approved or denied at specific intervals. This decision point serves to set

the contractors apart from the employees.

The submitting supplier is the employer of the resource and their subcontracts are

developed in order to enable that employer/employee relationship. For instance, the

employer determines the wages and compensation for the employee performing the

work. We build the rate card based on wages; however, the actual compensation is

determined by the employer.

The submitting supplier is offered performance feedback on their employees during the

term of an engagement through the PeopleFluent® evaluation function, but those actual

reviews are conducted by the employer on the employee.

CAI uses tenure reports to measure the full term of engagement for a resource who may

have worked over multiple engagements.

If a State were to adopt a term limit, the VMSP can track, monitor, and assist in enforcing

those term limits across the enterprise.

51. List your company's Senior Management as well as their time spent with the company

and their relevant experience.

Our principal officers are Anthony Salvaggio, Chief Executive Officer (CEO); Andrew

McIntyre, Chief Financial Officer (CFO); and Tom Salvaggio, President/Secretary. Prior to

founding CAI in 1981, Anthony Salvaggio was an account executive for IBM, serving there

for 22 years. He leveraged his knowledge of marketing, finance, and computer

technologies to build CAI into a multi-million dollar company.

As the majority owner of CAI, Mr. Salvaggio provides company oversight. He graduated


from Pennsylvania State University with a Bachelor of Science degree in electrical

engineering in 1963.

Tom Salvaggio is President/Secretary, responsible for developing the corporation’s overall

direction and identifying new areas of business. He graduated from the Pennsylvania

State University in 1990. Following graduation, he joined CAI as a programmer. Mr.

Salvaggio has worked his way through the company as a programmer, account manager,

area sales manager, and regional manager before being promoted to President.

Andrew McIntyre serves as CAI’s CFO. Mr. McIntyre graduated from Lehigh University

with a Bachelor of Business degree and a master of business administration. He worked

at Price Waterhouse as a senior accountant prior to joining CAI in 1989 as CAI’s controller.

Mike Kucek is Executive Vice President and reports directly to Tony Salvaggio. He is

responsible for overall management of sales and delivery of CAI’s services. He earned

undergraduate degrees in education and marketing from College of West Virginia and

Marshall University. Prior to joining CAI in 1999, Mr. Kucek worked for IBM in a variety of

sales, sales management, and technical services roles. Before leaving IBM, he completed

IBM’s professional development education at Harvard Business School.

Jim Cooney serves as a Vice President and reports to Mike Kucek. He is an authorized

signatory on behalf of CAI. He has managed the contingent labor vertical since its

inception in 2004. He has provided Executive Leadership through each of our contracts

with multiple states, and he is responsible for building and investing in the development

of the VMSP solution within CAI.

52. What percentage of your staff has been with your company for more than 5 years?

Over 30% of CAI staff has been with the company for more than five years. However, of

significant importance is that 100% of the Account Management Team and

Implementation Team for the Lead State have been with the company for more than five

years.


53. What is the average rate of year-over-year growth in sales for Products and Services for

the whole company for the last 5 years?

CAI has enjoyed continuous growth year on year, and from 2011 to 2015 has seen

revenue almost double.

• $310M (2011)

• $370M (2012)

• $466M (2013)

• $560M (2014)

• $592M (2015)

The average rate of growth is 18% year on year since 2011.

54. Is your company currently profitable? If not, when is the company expected to become

profitable.

Yes. CAI has been operating at a profit since 1983.

55. Does your firm specialize in IT Professional workforce management? If not, what is your

primary line of business?

Yes. CAI specializes in IT staff augmentation which accounts for approximately 80% of

yearly revenue. Staff augmentation covers VMS as well as contingent labor hires.

The remaining 20% of our business is dedicated to applications support and development;

managed maintenance services; service desk outsourcing; and a developing ERP practice.

56. Does your firm specialize in hiring for certain industries? If so, which?

CAI specializes in IT and Information Services (IS) hiring. We have built our business

based on this industry since 1986.

A significant portion of our revenue comes from the IT VMSP marketplace which is

traditionally associated with state and local government. However, this model is also

prevalent in commercial markets whether it is agriculture or manufacturing or anything in


between; we are capitalizing on our experience to penetrate those markets and are

having great success.

57. Does your firm specialize in recruiting for a specific type of customer, or do you provide

IT Professional staff for all types of customers?

CAI supports both private and public sector clients. Our VMSP program has significant

experience supporting public sector municipalities, districts, and states. The staff

provided and supported through the VMSP programs serve Executive, Legislative, and

Judicial branches of government and allow for diversity in technology across the entire IT

spectrum.

Strategically, CAI has chosen not to limit itself to one or several industries or markets, but

rather provide contingent staffing as our clients require or as new markets open up. This

has allowed us to develop considerable resources, experience, and best practices which in

turn feeds back into our ability to supply most markets.

Typically, a significant portion of our yearly revenue comes from the VMSP marketplace

which is traditionally associated with state and local government. However, this model is

also prevalent in commercial markets whether it is agriculture or manufacturing or

anything in between; we are capitalizing on our experience to penetrate those markets

and are having great success.

58. How does your firm offer insight into the type of IT Professional that Participating

Entities should be looking for?

Through the extensive exposure in our various state-based VMSP programs, CAI has been

responsible for supporting a wide range of technologies that are niche public sector tools,

to specialized systems used by Departments of Health or Transportation. In addition to

our teams’ extensive personal and professional experience in supporting state and local

government IT systems, CAI partners with hundreds of vendors and suppliers through our

open vendor network to ensure access to technology that incorporates both emerging

and legacy applications.

59. How does your firm make sure that you understand the needs of your customers?


Our dedicated Account Management Team is highly trained and experienced as the single

point of contact and primary customer support representative for the customer. Our

Account Manager will work directly with agency managers to ensure the knowledge and

needs are captured. Beyond understanding the needs, they will also be conveyed to our

supplier community though outreach by our Account Managers and proper

documentation in the VMS tool.

60. How would you describe the types of customers you primarily work with?

CAI supports a wide range of customers in both the public and private sector space. The

range of public sector clients range from small development contracts with the

Department of Agriculture, to large initiatives that involve IT consolidation and mapping

of resources, reporting on tenure, and conveyance of best practices. Some customers are

quasi-agencies, municipalities, and other cooperative purchasers of the contracts.

In the private sector, CAI supports IT, Agricultural, Pharmaceutical, Educational,

Technology, and Manufacturing clients in areas of Desktop support, Quality Assurance,

Project Management, Managed Maintenance, and Managed Services.

61. What measures do you take to keep your staffs’ qualifications up to date?

While each individual staff member is motivated by different offerings, CAI believes that

being given the opportunity to learn and grow is high on the list of priorities. To that end,

CAI offers continued education delivered in a variety of methods to suit individual

learning and constraints.

Our Account Management Team is given the opportunity to receive industry specific

training in order to become a “Certified Contingent Workforce Professional.” The CCWP

Certification assesses and expands the level of expertise of participants and is sponsored

by SIA. As members of SIA, the Account Management Team is able to receive CEUs and

receive daily industry newsletters and other information that keeps them apprised of the

job markets and the candidate markets.

62. What professional experience does your consulting and administrative team have?


Proposal Reference 4.2.12 Account Management Team

As a rule, our Account Management Team members are IT professionals first. This means

that their individual qualifications and certifications are representative of the IT markets

they support. There are two significant benefits to this approach; firstly they have the

knowledge and technical understanding to really comprehend the Lead State’s

requirements. In working with the Hiring Managers they are able to go into real detail

with regard to the position requirements. They can assist the Hiring Managers in building

job descriptions and also share the latest market trends or technologies. This ability is

strategic because the second reason for our staff being IT professionals is that it allows

them to screen candidate resumes in detail and to conduct structured, technically driven

interviews prior to the candidate being submitted to the Lead State. This is a significant

benefit because we can root out candidates who are not fully qualified and save the Lead

State from issues that might arise by hiring an under-skilled Resource.

A key component of managing the supplier network is the VMSP Operations Team. Our

VMSP Operations Team members are experts in configuring the VMS to facilitate the

workflow of the VMSP services. Our Help Desk associates have years of experience in

answering PeopleFluent® users’ questions. To aid in meeting requirements, we will have

a support team on call to assist users with questions regarding the VMS and its capability.

63. What is the education level of your staff?

CAI has approximately 1,300 full time employees.

56.6% hold Associates, Bachelor, Masters, or Doctoral degrees.

64. What specialized skills do you require your employees to possess for designing,

implementing or modifying IT systems?

CAI develops specific criteria for each requisition that we are responsible for, whether

that is as prime contractor for a VMSP program and releasing requisitions to the supplier

pool, or responding to a requisition ourselves as part of a staff augmentation

requirement. The first step is to establish the functional requirements of the job with the


state, what it is they need to know and understand, and how they are to interact within

the role. This sets the basic parameters for the individual in how they are to operate

within the state environment, what their main tasks and subsidiary tasks will be, who

they will report to, and what kind of work products they will need to deliver during the

engagement period.

The second critical step understands the specialized skills from a vocational perspective.

This means that CAI will work with the state to gather relevant certification and

educational requirements needed to establish the individual’s level of understanding and

capability to perform IT systems operations. There may be consistent basic requirements

that the state expects each IT Resource to have, such as CompTIA or Security+

certifications. Basic Microsoft or Cisco certifications are another fundamental

certification or skill set that is needed in most IT roles. CAI will establish these as

minimum benchmark criteria for new hires. As the capabilities required start to either

expand or become more specialized as the role progresses in seniority, CAI will again

establish certain minimum expectations to be met by the Resource before they are

presented. This can be vocational based on education such as a Master’s degree, PMP

certification, or Scrum Master certification for particular roles. Resources often need to

understand ITIL, CMMI, or Scrum techniques so these are skills and experiences added to

the ‘minimum’ parameters for the role. The more unique the requirement, the more

detailed the development of the job specification and understanding becomes so that we

can ensure the correct hire is made. CAI’s process is consultative by nature. In order for

us to achieve target metrics such as first round fill rates or retention rates, we see each

requirement as unique, even if it there are multiple requirements of the same role. We

aim to address all possibilities so that when we release the requisition to our supplier

pool, each supplier has enough detail to present qualified, capable candidates in the first

instance. If the suppliers are not able to do that then we have not performed our role

correctly and we risk failing performance metrics.

65. What is the average tenure of your employees?

• 2.68 years company wide


• 11.75 – Lead State Implementation and Account Management Team

66. How do you keep your wage costs under control while still ensuring staff quality?

For ensuring contract level wage cost control while maintaining program staff quality, CAI

uses salary data from the ERI as a means of determining baseline costs. ERI is an

independent research firm whose algorithms and data have been in use for the past 30

years; it does not offer consulting services, i.e., it has no self-directed incentive for

modifying its metrics. Throughout our experience in multiple states, we have found the

data to be extremely accurate for estimating salaries by position description and

geographic location.

The ERI model allows for very specific categories of wage data, appropriate for the

multiple job categories and experience levels defined in this solicitation. It is updated

quarterly which enables CAI to perform quarterly analysis of the rate card to identify and

monitor changes in the market. While quarterly data may reflect increases in rates for

certain job categories, our analysis often concludes that rate increases are not needed

based on other contributing factors.

CAI holds our suppliers to a one subcontract layer limitation as an additional form of

wage cost control. By limiting subcontract layering, the candidate receives a larger

portion of the hourly rate, resulting in the suppliers being able to provide stronger caliber

candidates than if there were multiple subcontractor layers.

67. How does your staff stay up to date with changing regulation in the IT Professional

workforce market?

CAI is an experienced VMSP; through our participation in industry organizations such as

SIA, we are able to monitor topics that may impact the Lead State and how it deals with

its contingent workforce. Many of our team members possess CCWP certifications

through SIA. The certification curriculum focuses on many workforce related topics

including industry regulations, risk avoidance, and co-employment. Outside of the

certification curriculum, our team regularly participates in industry-related webinars and

reviews daily industry updates, ensuring we are abreast of the latest news and changes in


regulations.

CAI also participates as a member of the National Association of State Chief Information

Officers (NASCIO). NASCIO’s focus rests in the public sector technology and information

management space, where members discuss and share industry best practice

information, including workforce regulations. CAI’s participation includes attendance at

national conferences, networking sessions, and the review of publications released by

NASCIO, providing key insight into many aspects of the IT workforce market.

68. How do you ensure the quality of the IT Professionals you provide?

Proposal Reference 4.3.4 Quality Assurance

Quality is the keystone for a Staff Augmentation program - quality of the work performed

by contingent workers, as well as quality in the process for placing them and managing

them. These plans and control points include the latest industry best practices that have

been customized to meet the Lead State’s demand for quality.

Account Managers review the PeopleFluent® submission and the resume to determine

whether the submission is complete and the candidate’s skills match the job requisition.

Other VMSPs screen candidates solely on resumes and computerized scores, which are

based on supplier input. As an exception, not the rule, candidates are only called when

requested.

CAI Account Managers speak to candidates meeting requirements to review experience

and accuracy of the information in the resume. It is part of our standard process. CAI

encourages face-to-face interviews either done in person or via web camera. While in-

person interviews would be ideal, the web camera allows the Account Manager to

confirm the candidate’s identity and it offers the agency an opportunity for a face-to-face

interview with a quick turnaround time and opportunity to immediately fill their need.

The Lead State receives resumes of only the most qualified candidates. Overall candidate

retention is greatly improved. Risk of falsified qualifications is very low.

CAI proposes a 10-day warranty period; this is longer than the expected warranty periods


for this type. The 10-day window gives the Lead State a longer opportunity to determine

whether the candidate is performing well.

CAI proposes the additional quality control points in the program such as Wage-Based

Rate Setting Methodology. The largest component of IT labor is the wage/salary paid to

the individual. CAI uses salary data from the ERI as a means of determining baseline

costs.

CAI includes specific quality control points in our subcontractor agreements. These

agreements require the following of all enrolled subcontractors which includes industry-

accepted technical screening.

69. What is the average turnover rate of IT Professionals you provide?

Less the 4% of all of the thousands of Resources we have placed under our contracts have

been terminated due to performance; and less than 7% have resigned before completion

of assignment.

70. Do you verify IT Professionals credentials?

The CAI Account Manager works with the supplier to ensure that all documentation and

pre-employment requirements are completed as part of the on-boarding process,

including background checks, screenings, NDA, certifications, and any other conditional

documents.




of completion of each check and stores the background check results. A standard list of

compliance items that a Hiring Manager can select from is configured on each requisition

within the VMS. In addition, non-standard items can be selected from a library of

compliance items. A Hiring Manager can select the particular compliance items that are

appropriate for each individual requisition.

In cases where the Hiring Manager requires a certification from the Resource such as a

PMP, for example, the Account Manager will utilize on-line registries to see if a candidate


has a current PMP certification, such as the registry at PMI.org. This can be said for the

vast majority of certifications. Should a situation arise where there is no registry, the

Resource will be asked to provide evidence such as certificate or similar.

71. What is the average retention rate among your customers?

CAI’s contracts with our State VMSP clients include optional extension years. For each of

the 10 State VMSP clients we have supported, each State has extended our contract

under those optional years 100% of the time.

CAI has not had a contract terminated for poor performance or failure to deliver against

requirements.

72. Have you had any major complaints from past customers? How have you dealt with

these complaints?

While CAI would prefer to have clients that are happy 100% of the time, there are

instances where things don’t operate as smoothly as possible. One challenge that is not

uncommon is when demand outstrips supply. One particular example that often arises is

senior Java developers. While the market is flooded with Java developers, it is a very

competitive market and the demand for high level senior developers is greater than the

number who meet that qualification. Hiring Managers have faced the challenge that

while a candidate looked good on paper in terms of skill and experience, they stated that

candidates were unable to answer “basic questions” during interviews.

CAI rectified this in two ways to help the Hiring Manager and speed up the process. The

first action was to evaluate the bill rate in relation to the level of candidate the client was

seeking. Using ERI data, it was determined that the client needed to increase the bill rate

to compete in the senior Java developer market. This attracted stronger, more proficient

candidates who could meet the client interview criteria.

Secondly, so that CAI could assure the client that we were delivering the best qualified

candidates, the Account Manager came up with a plan to do a second technical screening

and worked with the Hiring Manager and internal CAI technical staff to develop a series of

questions to ask candidates during initial calls. This extra measure hugely impacted the


quality of the Java candidates being forwarded to Hiring Managers and hiring the level of

developer desired became easier and quicker.

73. How many current customers do you have in my industry? How does this impact your

ability to source IT Professionals due to conflicts of interest and an inability to contact

current employees of your other customers?

CAI currently manages seven enterprise-wide VMSP programs. Our experience has

shown that as our business in this industry grows, so does our ability to successfully place

candidates with unique IT skills – as well as maintaining a consistent supply and demand

of candidates that are required in high volume. We find that CAI’s growth as a VMSP

attracts suppliers to the programs we manage. Because we hold supplier meetings,

publish dashboards, and encourage our local teams to coordinate with suppliers across

programs, suppliers can maximize their investment in the industry by participating in a

more predictable business environment.

Because each of our programs has an SLA that prohibits us from removing candidates

from engagements, we do not poach candidates from other programs to fill

engagements. Our ability to attract suppliers makes it easier for us to maintain a

predictable supply of available candidates to full positions.

74. What is your customer renewal or repeat business rate? Why do companies renew their

contract with your business?

All of our VMSP contracts with renewal options have been renewed 100% of the time. As

the leading state VMSP for staff augmentation, CAI has been providing best practice

managed services since 2004. CAI has been the VMSP of choice for 10 states and

commonwealths including Virginia, Iowa, Arkansas, New Jersey, Pennsylvania, Ohio,

North Carolina, Maine, Michigan, and Delaware.

Our initial project with the Commonwealth of Pennsylvania became industry-leading and

paved the way in a number of areas that we have subsequently built upon. We won that

contract twice and the Commonwealth opted to use all extension options with each

contract for a total of 11 years. We are proud that all contracts that have been eligible


for renewal have been renewed at least once.

It is the experience gained over 35 years, and the available skills of such a large IT

workforce and our ability to build unique programs to meet each State and

Commonwealth’s needs, that compels our clients to choose CAI as their VMSP and to

exercise all contract renewal options. Often the repeat business is based upon the

relationships we have built as states have come to trust our ability to manage vendors

and provide a quality of service that is competitive and brings value. However, a more

tangible reason is that we are able to consistently show exceeded metrics and SLAs

throughout the period of performance. Consistency is fundamental, especially over a

contract that might stem five or 10 years. The client wants to know that they have a

service provider that requires little management and that the program can run itself with

little additional input required outside the standard daily interactions. This has always

been CAI’s target; and the metrics validate our ability.

75. How do you evaluate customer satisfaction, and how frequently do you do so? Is this

made available to all customers?

CAI surveys contractor performance and customer satisfaction with our services as part of

our VMSP model. We compile the results of the surveys to indicate trends, identify

issues, and measure our performance. We use these results to continually improve our

services, making recommendations as needed or through quarterly reviews.

CAI’s standard schedule is to configure the VMS to send out surveys to agency hiring

managers for feedback on Resource performance 30 days after engagement start; then

six months after start; then annually and finally at end of assignment. The evaluation

criteria includes:

• Candidate/Client Relationship

• Candidate’s Productivity

• Candidate’s Quality of Work

• Candidate’s Technical Capability

• Candidate’s Overall Performance


76. How have you changed your service in response to customer complaints and

suggestions?

A VMSP’s success is dependent on its ability to evolve based on shifts in the industry or

requests from its clients. Two examples where CAI responded to client suggestions or

complaints can be found with the implementation of web camera interviews and the

addition of new job titles.

When managing the Pennsylvania MSP program, PennDOT experienced candidate fraud

on several occasions during phone interviews. In response, CAI implemented the use of

web camera interviews to replace phone interviews. While in-person interviews would

be ideal, the web camera allows the Account Manager to confirm the candidate’s identity

and it offers the agency an opportunity for a face-to-face interview with a quick

turnaround time and the opportunity to immediately fill their need.

CAI has worked with multiple programs over the years by adding new job titles to meet

the evolving demand of our clients. For example, PA PennDOT was an early adopter of

mobile development technologies, and needed to engage mobile developers through the

contract. At the time, the contract job titles did include a title that would support mobile

development. After conducting research, and collecting ERI data, we were able to add

the Mobile Specialist title to our program to support PennDOT’s needs. PennDOT was

able to engage a team of highly skilled mobile developers, resulting in the creation of an

industry award-winning mobile app.

77. If you encounter issues or your customers is not satisfied, what steps do you take to

address the issue?

CAI has a standardized escalation path for issues that arise to ensure we are able to

address and resolve issues quickly. As the primary client-facing representative for CAI,

the onsite Account Manager is the primary point of contact for any issues that arise. In

most cases, the Account Manager is able to resolve any issues involving engaged

Resources and/or suppliers. For issues requiring additional support, the Account

Manager is able to escalate matters to the Sr. Account Manager, or Technical Manager

within CAI, for direction. Concurrently, for any matters involving State agencies that


require escalation to the State’s contract management level, CAI will communicate with

contract management to present the issue, along with our recommendations for

resolution. The Account Manager maintains communication with all involved parties

through to full resolution.

78. What are your hours of operation?

CAI will provide service during normal business hours of the PE. We currently have teams

in multiple time zones, supporting clients based on the client’s schedule. We also provide

off hours support for emergency requests.

79. How many customers do you have for every IT consultant you have on staff? How might

this affect your availability?

Our State programs rely on the services of locally based teams who work directly with IT

managers to facilitate the development of requirements, manage the placement process,

and resolve issues. Each of those programs will have peaks where additional CAI staff is

necessary to manage the rise in demand.

For instance, the State of Arkansas recently had a wave of more than 50 open

requirements that required additional staff from Harrisburg to back up the local team and

assist with supplier communications, as well as screening and response management for

those open positions.

CAI maintains Contingent Labor Managers in Harrisburg in order to provide scalability to

the local programs and assist with meeting the supply and demand of each program.

Typically CAI contingent labor recruiters manage between 10 and 15 accounts or clients.

This may vary depending upon a number of factors. Key clients with large volume

requirements might have several dedicated recruiters to support large volume hires at

any given time, for example. Other accounts with specific SLAs might require a named

dedicated recruiter(s) and therefore that recruiter has particular priorities because of

their understanding of the market from which the client requires specific resources.

As a large organization, however, CAI has more than 20 recruiters within the company.

This means that during challenging scenarios we have the capability and manpower,


along with the IT resources, to support a client or clients. Our recruiter network is

nationwide; that means while requisitions may originate in Hartford, CT, for example, our

recruiters can search for resources across the country. An additional benefit of this

approach also means that we can take advantage of time zone differences to increase the

length of the working day and reach candidates who maybe otherwise engaged during

typical working hours.

80. Are you looking to expand your service offerings during the next three years? How so?

Yes, CAI considers this solution to be a core offering and we continually look for ways to

expand the core offering to meet the needs of our clients.

Statement of Work Processing

Over the coming years we plan to enhance our statement of work (SOW) options. As

many of our clients work with us to build successful staff augmentation programs, they

also enhance the programs with project-based work.

We currently offer both fixed price SOW processing as well as time and materials SOWs

within our programs. Over the coming year we plan to enhance those offerings with a

greater range of IT specialties.

Technical Screening Services

As the demand for IT resources continues to remain high, so does the need for strong

quality control on the candidate supply. Over the years we have continually enhanced

our screening procedures to uncover bait-and-switch and eliminate layering among the

contractors. We are working to add technical screening to the program so that states

have the ability to perform independent technical screenings when they may not have

the in-house expertise to interview and screen candidates.

Assistance with Managing Cash Flow

Because many of our programs rely on certified small-, minority-, and woman-owned

businesses to supply candidates, the importance of reliable cash flow is fundamental to a


program’s success. The biggest obstacle facing a small business owner is the

management of cash flow, and the corresponding cost of credit to make business

investments and payroll. Because this is so vital to the success of small business, we

continue to enhance our cash flow options for small businesses.

Compliance Services

As you know, CAI is an experienced VMSP; through our participation in industry

organizations such as SIA, we are able to monitor topics that may impact the Lead State

or PE and how it deals with its contingent workforce. The following areas of compliance

are ones we watch and continue to enhance over the coming years.

Affordable Care Act Reporting - As ACA continues to impact employers and the

marketplace, CAI will monitor requirements affecting the Lead State or PE regarding who

must include temporary workers in their reporting, and we can quickly make program and

configuration changes to enable reporting requirements as needed.

Support for Contractor Classification - We will monitor changes and developments in the

Federal government’s requirements regarding the classification of temporary works, and

keep management up to date on these changes during Quarterly meetings. If needed, we

can quickly adapt enrollment of suppliers and management of the network to manage the

risk of contractor classification.

Support for Changes in Immigration Processing - CAI relies on immigration legal

counselors to advise on the best practices for processing immigration requests, and

enhance our internal processes to handle these changes and apply them consistently. We

propose to continue this practice and advise contract managers of changes that would

impact the workforce.

Monitor Changes in VMS Industry – Through our partnership with PeopleFluent® and

through our communication the industry, we will stay abreast of changes in the VMS

industry that may have an impact on the Lead State or PE.

81. Do you offer IT Professional workforce management services for IT Professionals

located outside of the country?


No, CAI does not provide IT professional workforce management services outside of the

country.

However, CAI offers immigration services to those Resources who may be working under

Visas that require proof of utilization. The Harrisburg team serves as the central source

for the development of immigration documents. Our team is closely aligned with CAI’s

immigration attorney and have developed template letters that have been used

successfully in great volume across our State programs.

82. What additional services do you offer?

Proposal § 4.4 Options and Alternatives

This section details a number of other services we offer which may assist the Lead State.

83. How do you establish pricing? What portion of this price goes directly to IT Professional

wages?

CAI has an established methodology for pricing that has been replicated among the many

programs we have managed to date. To establish a baseline wage rate to be paid to the

candidate, we start by determining an average salary for each title using ERI data. From

there, we divide the salary by the estimated hours worked annually to determine an

hourly rate. We then uplift the hourly rate by a percentage to determine a supplier rate

that factors in the suppliers’ cost of conducting business. The markup covers all costs and

obligations that any employer must pay prior to calculating a profit. In developing a

subcontractor markup for the contract, we created a formula to cover their costs. For

example, payroll costs, employee benefits to comply with the Affordable Care Act, and

costs associated with doing business – like insurance coverage – were included. CAI then

adds an uplift accounting for the VMSP administration fee to determine the hourly bill

rate. CAI then adds an uplift accounting for the VMSP administration fee to determine

the hourly bill rate.

84. Will purchasing a greater number of services result in price discounts?


As we work to implement and stabilize contingent labor programs, we will look to ways to

develop potential volume discounts in instances where those discounts may apply.

However, it must be noted that CAI has provided an extremely competitive rate card

across each region that will remain in place for the base period of performance, five

years.

Any discounts will be based on a case by case basis and will not reflect a wholesale

change to labor category rate. This is pertinent in that we are unable to predict labor

category rates across the full five years. CAI does understand that certain skills may have

fluctuations in market demand and where appropriate we would work with the Lead

State or PE to take advantage of any positive changes.

85. How accurate are your time estimates for the hiring of IT Professionals?

While many factors can affect individual estimates of time to fill a position, the average

time to fill is a metric that we track and report to the State customers that currently work

with CAI’s VMSP program. The duration a position is open is affected by factors including

the time a contractor requires to give notice to his current employer. Our SLA-driven

process and activity is designed to provide a measurable timeline, as every step of the

process from screening through the interview stage can be predicted and measured.

86. What are your primary metrics for measuring the timeliness of IT Professional

placements?

CAI measures the cycle time for placements by tracking the elapsed time between the

requirement opening date and the engagement start date.

87. What is your rate of on-time placements?

CAI is not held to any placement timeliness SLAs in our programs, but our average time to

fill is approximately three and a half weeks.

This is from receipt of requisition through to the Resource reporting for work on the first

day of employment. This includes all interviews, screening and background checks,


system administration, and any contractual information to be completed by all parties, as

appropriate.

88. What are your primary metrics for internal quality measurement regarding timeliness?

Is this data available to customers?

CAI provides our customers with the average time to fill on a quarterly basis. Any

placements that greatly exceed the average are reviewed both internally and with clients

to determine the factors behind the delayed placement.

Recommendations and changes to process are considered if this is the reason for

significant delay. If the anomalies are outliers we look to understand what the causes are

to prepare for similar eventualities. Outliers are most commonly associated with

technology skills or security requirements. Bleeding edge technology skills or skills

related to dated or retired products are typically hard to find due to the rarity of the skill

set as well as the rarity of a qualified Resource. Security restrictions also have an impact

on timeliness, particularly when the security requirements are stringent. Finding a

Resource with the necessary security clearance can take time and often affects budget as

Resources understand the greater the level of security clearance they hold the greater

premium they can demand for their services.

89. How often do you experience problems with the timeliness of service completion?

Performance removal and attrition SLAs are used to track engagement completion by

candidates. As described in question 69 above, fewer than 4% of all of the thousands of

Resources we have placed under our contracts have been terminated due to

performance; and fewer than 7% have resigned before completion of assignment.

90. What checks and balances are in place to ensure that work is completed on time

without sacrificing quality?

Data related to strong performance and successful completion of an assignment by a

specific contractor can be acquired through our regular performance evaluations.

Managers are encouraged to provide these simple reviews as a mechanism to gauge a


Resource’s effectiveness and proficiency.

Additionally, CAI will routinely survey State/Agency managers and users on the efficacy

and satisfaction of the program. That data will be used to evaluate potential

improvements and ensure satisfaction. Terminations, resignations, and other quality

metrics are measured to ensure that the Resources are successfully completing

assignments.

91. What avenues do you use to find new IT Professionals?

Our open supplier network is comprised of a variety of firms that possess varying skills.

Some are general staffing firms that specialize in a wide range of IT positions. Others are

niche vendors that have a narrow subset of skills/roles that they wish to support. The

suppliers that provide the Resources to our State clients are in a continuous support role

where filling open positions is only one task. Suppliers in our community also participate

in vendor management meetings with CAI managers and staff. Their interest is to remain

aware of any emerging trends and needs associated with the State client. That

interpersonal engagement is critical to the role and enables the CAI team to ensure that

the State’s needs are supported.

Additionally, the CAI team routinely communicates via vendor updates that are more

formal. These updates are provided to the network to ensure any upcoming

requirements will be anticipated.

92. What avenues do you use to find IT Professionals with niche or hard-to-find

qualifications?

In addition to the response to question 91, above, CAI will also target recruitment of

suppliers that can provide additional support for niche or more challenging skill sets and

roles. CAI will encourage those suppliers with specializations in areas that are of interest

to the State/Agency to enroll in the program. Profiling the needs of the State or agency is

critical to this process and can yield strong results in more critical areas when engaging

specialized vendors. We work with suppliers on marketing strategy, encouraging them to

broaden their reach as well as develop candidate pools and ever increasing networks


within specific skills and talents. Often like-minded IT specialists network between

themselves when looking for future employment or for discussion when engaging in new

or challenging projects. Networking is a fundamental approach to building contacts so

that when an opportunity arises we or our suppliers have an immediate avenue to IT

resources, referrals become the norm.

93. Do you use generic job postings or are they specific to only those positions needed?

Each requirement submitted through the PeopleFluent® VMS contain specific details for

that opening; it is not a generic template. A job description with specific skills and

experience will be detailed on the requirement.

94. Do you actively seek out IT Professionals for specific positions or do you primarily try to

fill positions with workers that you already have in your database?

The process for obtaining resources for open positions would be consistent with the

terms and conditions, SLAs, and metrics required by the Lead State VMSP contract. CAI

would administer the process by releasing a requirement to the supplier community to

solicit candidates. The suppliers would follow the process and schedule as prescribed by

the VMSP program and with any special instructions from the client.

In programs permitting CAI to also serve as a supplier, we would submit available

candidates from our database that possess the strengths and capabilities that align with

our client’s need. As a supplier neutral program, we would review all of the candidates

submitted, screening and forwarding the strongest candidates.

95. Do you perform psychological evaluations in addition to personal interviews and skills

testing?

CAI performs in depth personality/intelligence evaluations for all full time hires as part of

our onboarding process. For candidates provided by our VMSP program, we would be

able to provide psychological evaluations at the client’s request. For VMSP candidates,

we would ask the suppliers to provide the evaluation for their candidates to avoid co-

employment exposure. CAI would suggest having the evaluation take place at the point

of candidate selection to avoid any process delays and financial burden that could result


from having all candidates perform psychological evaluations.

96. Can my company submit interview questions for IT Professionals in order to play a part

in the selection process?

Absolutely. Having a fully qualified requirement that includes all of the must/nice to

haves skills and technologies is paramount for the process of screening candidates to

provide a successful outcome. By using interview questions provided by the client, our

Account Management Team is better positioned to vet the candidates based on the

client’s needs.

Additionally, as mentioned in our response to question 21 in this document, CAI has also

partnered with eTeki, a leading provider of web/video based technical interviews. eTeki

has the capability to record those interviews, providing a copy of the interview to CAI/our

clients. Using this service, CAI would be able to provide you with video documentation

showing how candidates respond to the interview questions.

97. How many IT Professionals do you have in your database?

From a staffing perspective, CAI presently has in excess of 90,000 IT professionals in our

internal database. They represent prospective candidates, along with our current and

former technical professionals.

From a VMSP perspective, we have had more than 250,000 candidates submitted for

consideration through our state VMSP programs. These candidates range from entry

level help desk Resources, to enterprise architects, to project managers. A key benefit of

implementing an open supplier network can be found in the “reach” a program has to a

very large, technically diverse pool of candidates. With an open supplier network, the

client has access to virtually all IT professionals in the U.S.

98. How often is the average IT Professional used?

CAI has a large database and has submitted more than 250,000 Resources through our

state VMSP programs. We don’t track the repeat usage of any one particular Resource.

CAI tries to ensure that Resources that perform well get the opportunity to continue


working with CAI or continue working with our clients through a supplier. In many

instances a client may ask for a Resource by name and we try to ensure we can provide

that Resource again.

However, the contingent professional IT market is extremely transient, meaning that the

average IT professional will often relocate for work based upon salary, opportunity, new

location, or their professional network. Through identifying as professional contractors

they often have lifestyles that support this approach. This means that while we would

like to continually use the same group of great performers, we cannot guarantee it.

Therefore we have a large database which is filled with equally great talent because we

understand that our clients’ needs have to be met first and foremost and that a qualified

contingent IT professional should be able to hit the ground running and deliver.

99. How long has the average IT Professional been in your database?

Each VMSP requirement receives its own unique pool of candidates submitted by the

supplier network. The resumes remain in the PeopleFluent® database for the life of the

engagement as a record of competition for each requirement. Each contract has a

retention requirement for the resumes to remain in the PeopleFluent® candidate

database, and we meet those requirements accordingly.

The PeopleFluent® database and CAI’s own database remain distinct from each other.

Resumes are retained in the CAI database indefinitely. The reason that we do this is to

retain the experience of Resources that have skills with applications and hardware that

have become obsolete. If we were to remove candidates that have dated skills and

experience, purging our database would reduce our capability. A typical example is the

Federal government’s continued use of Lotus Notes. This is done for security reasons -

obsolete applications are less likely to be hacked - so we retain all resumes with the view

that we can find almost any required skill within our own database when needed.

100. Do you ever have problems finding IT Professionals within your database to fit the

needs of customers? If so, how long can Participating Entities expect to wait for a

suitable IT Professional?


CAI defines a managed service as a combination of processes, suppliers, management,

and tools to rapidly and cost-effectively deliver quality contingent Resources to a client.

At the heart of our approach is a commitment to provide qualified Resources on time, to

budget, and with the prerequisite expertise needed to fulfill an engagement.

Our model of supporting an open supplier network allows CAI to utilize many talented

suppliers to quickly identify Resources and meet contractual SLAs greater than 90% of the

time. Since the inception of our VMSP practice, CAI has processed more than 17,000

engagements across 475 agencies with agency spend totaling over $1.6 billion while

meeting our contractual SLAs.

101. How long have you had your longest-serving customers?

CAI has been providing resource and development services to clients for more than 30

years. Our processes and methodologies for staffing and deliverable projects are time-

tested and proven successful. We can demonstrate a proven ability to deliver fixed price

scopes of work – on time and in budget – as evidenced by our past performance and the

recommendations of many satisfied clients. We provide resourcing services not only

through our VMSP contracts, but for a large number of private and public sector clients

throughout the country. The accompanying table presents our top 20 longest running

clients. Highlighting indicates the services provided are primarily staffing; however we

often are asked to provide application development and maintenance for our staffing

clients.

• Air Products & Chemicals Inc. (APCI)

CAI has provided IT Resources to APCI since 1986. Since that time, we have provided

on-demand staff augmentation across multiple technical platforms, including

mainframe, PC, internet, and intranet in both support and development capacities. As

testimony to the satisfaction and confidence APCI has with CAI, we were given full

responsibility for the support of 369 applications as of September 1, 2007 – up from

297 at the start of the engagement two years prior. That number has since decreased

to 200 as a result of APCI consolidations. The 200 business applications that we

support cover Engineering, Environmental, Government, eBusiness, Human


Resources, Knowledge Management, LB Suite, eConnections, Finance, and Workforce.

Our support includes enhancements, call support, and incident resolution for all

applications, which we provide with a team of 25 consultants, split 56 percent U.S., 44

percent in the Philippines.

• Chicago Transit Authority (CTA)

Since 2009, CAI has been providing staff augmentation services to the CTA, primarily

to support and enhance CTA’s Oracle E-Business Suite, including Financial, Human

Capital Management, Payroll, Purchasing, and other systems. CAI initially started with

a four-person team providing support on numerous Oracle-related projects.

Beginning October 20, 2014, CAI transitioned its team to a managed services model of

17 Resources under a CAI Program Manager. Supported applications now include

SharePoint, Trapeze Transit Operations System, and Infor EAM.

• DeSales University

In 2002, DeSales awarded CAI a three-year contract to provide all IT support to the

university, effectively outsourcing operations and technology for them. The scope

included infrastructure support for 750 PCs and 35 servers, consisting of help desk,

application maintenance and support, web maintenance and support, upgrades and

maintenance of desktop, lab and classroom PCs, and servers and network

maintenance for three campuses. The contract has been renewed periodically; we

have served the university continuously since 2002. Our Resources also provide

strategic direction and governance of the IT needs of the University. As part of

transition, our onsite team of seven fulltime equivalent (FTE) staff provided desk-side,

server, and application support, while we leveraged off-site help desk support for cost

savings.

• Florida Department of Transportation

We have supported FDOT continuously since 1994. Today, we provide technical

consultants in Tallahassee, Orlando/Tampa, Boca Raton, and remotely from our

development center in Harrisburg, PA. One of our current engagements is to serve as


co-administrator of FDOT’s SMS environment, developing and distributing software

throughout the agency. Our team develops customized SMS reports to display

specific data as requested by management.

102. What do you see as the most significant benefit from developing long-term

relationships with customers?

Trust and institutional knowledge are the two most significant benefits of long-term

relationships. When two parties share trust between one another, it clears the way for

greater growth because both groups are comforted knowing the other has their best

interests in mind. Over time, as institutional knowledge grows, the service provider has a

greater understanding of their client’s needs, and is able to anticipate upcoming needs.

The provider is also able to align their business offerings to specifically address the client’s

business needs. This may be accomplished by developing candidate pools, for example.

Candidate pools usually are built around either high volume/high demand skill sets, or

hard to find, niche skill sets. CAI creates pools of candidates that meet certain criteria in

line with the client business. These pools are constantly monitored and vetted with our

Account Management Teams being aware of availability, changes in skills, and security

requirements of the individuals. In times of demand we target candidates within these

pools first who meet the ‘typical’ client criteria. This helps us reduce time to fill because

we know what is needed and who might be available. This reduces the need to reach out

to the contingent labor market initially which culminates in time and efficiency savings. In

certain cases, the service provider is able to address problems or challenges the client

may not even know exists.

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Attachment 3, Mandatory Technical Questionnaire

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COMPANY NAME: Computer Aid, Inc.

TECHNICAL The Proposer must address all of the following items. If including an attachment, cross reference attachment and section.

GENERAL

1. Is Proposer willing to provide the pricing proposal included in this RFP response to Participating Entities (i.e. colleges, school districts, counties, cities, nonprofit organizations, etc.)? Will Proposer actively solicit these entities and encourage them to purchase on this contract? Please provide a yes/no response and an explanation of how your company intends to accomplish this objective.

Yes. Computer Aid, Inc. (CAI) will make the rate cards provided in the pricing

proposal available to all Participating Entities (PEs). CAI will work with the PEs to

encourage the use of the NASPO ValuePoint contract. CAI has a national sales force

supporting state and local entities, agencies, and educational organizations. With

each of these existing relationships we will endeavor to drive new contingent IT

professional labor requirements to the contract by promoting the benefits and ease

of use of the Vendor Managed Service Provider (VMSP) program. In addition to

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that, CAI is partnered with Government Sourcing Solutions (GSS). GSS, with its

nationwide reach, is made up of former state executives who have the ability to

work with PEs based on existing relationships. They are able to identify and open up

opportunities for CAI and its suppliers and market the NASPO ValuePoint contract

vehicle at the same time.

For years, we have been marketing contracts we have won through a competitive

procurement process to other states. In fact, many states have adopted our VMSP

contract over the years. CAI is unique in the way that we work with governments

and procurement professionals to help them understand the value of our contracts.

We have an exclusive partnership with GSS, a consulting firm made up of the former

state procurement directors of Pennsylvania, Illinois, Arkansas, Indiana, Nevada, and

Maine. Our colleagues at GSS meet with procurement directors at the state and

local level every day and talk about and develop the value of our contracts, among

others. Because many of them have implemented a VMSP contract themselves,

they can talk from first-hand experience about the value of these contracts in a way

that traditional salespeople just can’t.

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Upon contract award, GSS will be actively engaged with us to communicate with

their state and local government colleagues about the agreement. We believe that

‘word of mouth’ from successful implementers and users of similar contract vehicles

is the best approach to getting the new vehicle in front of states. These initial steps

will be followed up with more formal activity including presentations and marketing

via electronic methods; as well as attending various state and national procurement

conferences, seminars, and industry days.

Figure 1 identifies our process for presenting the NASPO/ValuePoint contract to

potential new PEs.

Figure 1: Promotion of the NASPO/ValuePoint contract

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2. Provide three (3) examples in which your vendor management program has delivered hard cost savings to your customers. Please include statistical information on total spend and hard savings, including the calculation methodology used for determining these savings. If these examples are not from references previously listed, please include contact information for the client organization.

CAI has been able to deliver significant cost savings to vendor managed programs

since it created the first VMSP in partnership with the Commonwealth of

Pennsylvania.

• In 2004, as we stood up that first VMSP program, PA looked to consolidate a

number of contract vehicles that could help the Commonwealth achieve a

savings of over $140M. Of the eight consolidated contracts issued in 2004,

the one for IT Staff Augmentation awarded to CAI has been the most

successful. In addition to significantly lower fixed rates by job category, the

contract resulted in consistent procurement across Executive Branch

agencies, with standardized workflow via a hosted workflow tool; access to a

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large pool of previously untapped labor in the Commonwealth; and full

visibility into the Commonwealth’s enterprise use of contract IT labor. In the

first two years of the contract, we were able to generate more than $50M in

cost savings, representing approximately 35% percent of projected savings.

• In 2009, following the recession, the Commonwealth needed to address

budget challenges and looked to the VMSP program for revised savings.

Having won the re-competed contract in 2008, CAI used its significant

historical data and trend analysis techniques to review trends and changes in

the IT contingent labor market. CAI was able to refine labor categories that

included broader job descriptions for lower end roles, and added more

refined labor categories at the senior and subject matter expert (SME) ends

of the spectrum. This created significant savings as the labor categories

represented the marketplace much more accurately rather than the catch-all

type roles that were originally used by the Commonwealth. This analysis

resulted in over $4M of savings during the contract period of performance.

• CAI has been the preferred vendor the State of Iowa VMSP program since

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2012. During that time we have worked with the State to rationalize

programs and bring cost benefits to individual projects. As project staffing

concluded their engagements under previous contract vehicles or contingent

hires, CAI looked at the labor categories used and realigned the skill sets

with the new VMSP program. In so doing, real cost benefits were returned

at a very granular level. Such instances include the Department of Economic

Development; the Department previously had a .Net Architect resource

billing at $141/hour to the State of Iowa. After contract expiration, we were

able to bring that resource back in through the State of Iowa VMSP at

$87.19/hour, resulting in a cost savings of $111,925 over the next 12

months. This was due to the resource being aligned to the correct labor

category. The resource was not affected economically; rather CAI removed

the exaggerated profit margin from the original vendor. At the Department

of Transportation, CAI was able to replicate similar benefits. By bringing in a

team of resources to support a DoT project through the VMSP program, CAI

was able to show a savings of over $140,000 during the 12 month period of

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performance. Both these instances, and others, show the value of trend

analysis and market understanding that we bring to our clients. Through

careful revision, labor categories can be more reflective of actual skills

needed and therefore the rate card is more relevant and accurate. This

approach provides a very return on investment (ROI) to the client.

3. How would you assist the Participating Entities in quantifying cost savings

associated with this contract? How would you help the Participating Entities identify ongoing opportunities for additional savings during the life of the contract?

CAI has proven experience in employing its VMSP program to support both hard

cost savings through appropriate market driven rate alignment and through soft

savings related to consolidation of services and resources. Our VMSP programs

have been able to quantify savings of both types.

The proposed PeopleFluent® VMS tool is a highly capable application that captures

client information across a broad range of subjects and data points. This allows the

client to assess their position and implement changes that can improve on cost

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savings. Metrics and results provided through the use of the PeopleFluent® VMS

tool are easily reported and quantifiable. As a result we have the ability to capture

tenure and financial details relevant to supplier or resource costs. From this we can

look at ways to develop savings. This can be in the form of realigned labor

categories or pay rates reflective of the current marketplace. Through utilizing

standard reports and generating custom reports to fulfill any request, CAI provides

visibility into successful contract governance and administration, as well as

consistently identifying improvements in the current process.

The initial step in determining savings would be for the Account Management Team

to identify all resources and obtain any historical data associated with past

contracts, if possible. Achieving cost savings is very different from quantifying it.

CAI has been very successful in achieving hard dollar savings in many states through

the implementation of market driven rates that foster competition and reduce

inefficiencies in the recruitment and hiring. Our experienced Account Managers

work with each department and agency to align existing resources to the defined

job titles within the contract. Correct assessment of the role and tasks that the

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contractor is expected to accomplish is key to this alignment. The personal working

relationship that our Account Managers have directly and on-site with Hiring

Managers is critical to the assessment phase and enables CAI to provide many

suggestions to achieve cost savings that may be unique to the specific State agency

or branch of government.

The ongoing ability to achieve additional savings lies in the contracts ability to

identify redundancy and improve visibility for those governing the contract. This

will allow for a fully informed State user group and assist in decisions that directly

impact savings.

4. Describe how you would provide information requested under Freedom of Information Acts/laws while honoring service provider companies’ rights to limit specific detailed information on resumes.

We will comply with the Open Records laws as they apply to each individual Lead

State or PE. Traditionally the request is made to the State government and we will

comply with any requests made of CAI by the Lead State or PE promptly and based

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on the laws governing that state.

We have the ability to provide reporting on specific fields and characteristics and

can redact personal data associated with medical, personnel or similar files, as

required by law.

STRATEGIC AND COMPETITIVE DIFFERENTIATION

5. How long has your company been delivering the services and technologies proposed in this RFP for IT Professional workforce management?

CAI has been providing VMSP services since 2004, with our initial project at the

Commonwealth of Pennsylvania.

6. What do you feel are your firm’s top competitive advantages?

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CAI has a proven track record of being an innovator and originator in the public

sector VMSP/Contingent Workforce Management space.

Our pricing program allows for structured, market-based pricing that provides the

best solution for various state agencies across entire states and regions. The ability

to identify rates within a specific IT job market will allow for identification of

workers that can meet the needs of the state, which is critical. While many

competitors compete solely on the lowest price, our pricing provides the ability to

deliver resources without increasing costs through lost productivity or gradually

increasing rates.

As an originator in the public sector VMSP space, our ability to provide quality,

accurate, and timely reports is critical to our Lead State or PE client’s ability to

forecast as well as have governance and visibility into the condition of the Lead

State or PE. The focus on providing detailed, custom metrics that provide valuable

insight and data are differentiating competitive attributes. PeopleFluent® VMS

provides a reporting tool that is far more robust than other VMS applications.

Unlike our competitors who also utilize PeopleFluent®, CAI has an experienced team

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that focuses on providing analytics to our clients. This team has been creating

reports and providing metrics using the tool since our first VMSP program and now

have 12 years of experience behind us. We understand the business drivers of State

government and the metrics needed to support your business. As a result of these

12 years, we have responded to extremely varied reporting requests and have built

a repository of reports that can meet nearly any request.

Our supplier community is one of the most robust and loyal. This is due to the fact

that we treat our suppliers equitably so that regardless of stature each supplier has

fair opportunity to provide resources to our clients. As CAI pays suppliers in a

regular and timely manner, regardless of the state’s payment terms, we stand above

the competition in our payment policies and ability to provide a stable base of

vendors to support each state. Coupled with this is our ability to quickly and

efficiently stand-up a VMSP program with any new PE. Our implementation

approach has been performed multiple times, so we can expedite the process in a

seamless fashion.

The Account Management Team is experienced and provides a strong subject

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matter expertise not found in many other VMSP programs. It will be supported on-

site or by a local team of experience professionals. As part of CAI’s commitment to

the local community, we aim to hire and train local staff, thus bringing jobs to the

area. Our Account Management Team is also supported by an exceptional

Implementation Team who has successfully implemented 10 State VMSP contracts.

This is exceptional and allows us to bring a wealth of knowledge and lessons learned

to aid the Lead State or PE in becoming operational and meeting steady-state

requirements.

Figure 2 describes our competitive advantages. These are the features and benefits

of our solution that differentiate CAI from the competition.

Feature OTHER VMSPS COMPUTER AID,

INC. BENEFITS

Experience

…may be

inexperienced or

limited to general

staffing, leading

…has 35 years of

IT related

experiences

including VMSP,

Proven best

practice services to

the Lead State or

PE through years of

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to process issues

and reduced

program usage.

vendor

management, and

staffing experience.

lessons learned and

knowledge gained

to provide an VMSP

solution that meets

or exceeds

requirements.

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Bill Rates

…provide a lower

rate card but

cannot recruit the

desired quality

candidate. To

attract properly

qualified

candidates,

higher level job

titles are used to

manipulate higher

rates, resulting in

higher costs to

the client.

…uses its 12 years

of experience and a

rate card with pre-

established rates

that are reflective

of realistic current

market rates tied

to well-defined

roles.

CAI’s rates are set

using scientifically

derived wage data,

providing reliably

reasonable rates

that are based on

local geography

supply and

demand.

CAI’s rates are

consistently

modeled using a

proven

methodology that

many other MSPs

do not have

proficiency in

maintaining.

The Lead State or

PE receives the

quality and level of

candidate needed

to fill the position in

a timely manner,

meeting SLAs in a

highly competitive

IT market.

The supplier

community

flourishes through

open competition

and works

collaboratively with

the VMSP.

Attrition is lower

and quality is

higher, and

customer

satisfaction is

elevated.

Vendor Fees

…offer “low”

VMSP fees that

are supported by

hidden fees

charged to the

supplier network,

leading to

discontent in the

supplier

community. Fees

could include

‘insurance costs’

or background

check costs that

…has a model

which is not

supplier-funded,

which means the

suppliers don’t

need to inflate

their not-to-exceed

rate submission to

account for

unknown future

fees.

Rate transparency

generates a more

predictable, less

risky business

climate to assist in

incubating small

suppliers.

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7. Please identify your proposed business model to deliver an IT Professional workforce management solution to users of the resulting contract.

CAI offers a full-service model to the Lead State, PEs, and our suppliers. We take full

ownership of the process so that the client can concentrate on its daily activities.

This means defining the business processes for obtaining contingent labor. We

automate the supply chain, configuring the PeopleFluent® VMS tool to support the

Lead State’s goals and objectives. We implement a local Account Management

Team that has the experience to support the Lead State and provide the

consultation needed to ensure that the process is operating smoothly and that

suppliers are getting the correct information so that they can provide resources that

can perform in the required roles.

CAI views our supplier network as critical business partners and we maintain a

continuously open line of communication with them. We typically provide weekly

and often daily feedback when the need arises. As a result of this partnering

approach, CAI’s suppliers demonstrate a real commitment to the program which

translates into speed, accuracy, and quality service back to the PE. Backing up our

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full-service model is a VMSP Operations Team that is comprised of back-office,

operations, and help desk support. This team offers services from billing and

payment support, through to reports and analytics, and user guidance and

assistance. The full-service model is encapsulated by service level agreements

(SLAs) and metrics. These hold CAI to a high-degree of accountability, therefore

ensuring our commitment to the Lead State.

Since 2004, CAI has been the VMSP of choice for 10 States and Commonwealths

including Virginia, Iowa, Arkansas, New Jersey, Pennsylvania, Ohio, North Carolina,

Maine, Michigan, and Delaware. Our capability and knowledge has grown with the

implementation of each state VMSP program. Our approach is based on a seamless

implementation, which has been refined by experience and lessons learned, so that

the Lead State, its agencies using the program, and other PEs will experience little to

no interruption in the course of their business as we transition in.


• Qualified and approved small- and minority-owned suppliers across the

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regions that add value and generate revenue within their local business

community

• Bill Rates based on local information, using Economic Research Institute (ERI)

wage survey data that is tied to location and clearly defined roles

• Provision of qualified personnel, with all resumes reviewed and screened via

at least phone interview, reference check, and technical testing - as required

- prior to submission to the Lead State or PE Hiring Manager, described in

Candidate Selection (proposal response page 19)

• Experienced Account Management with a local presence

• Increased 10-day warranty period to fully evaluate resource capabilities and

fit

• Enterprise-wide government experience demonstrating beyond doubt that

we are exceptionally qualified to successfully meet the Lead State’s needs

• Robust VMS system – PeopleFluent® VMS – that is stable, reliable, and

intuitive, described in A Web-Based Solution

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• Operational Support and Centralized Billing and Payment Activities to make

the VMS easy and simple to use, providing real value

• Experience in developing participating addendums for state and local entities

into existing VMSP programs

Our goal is to be your trusted partner, working with you to provide the best

resources, and using the best local businesses to do so under the VMSP program.

CAI offers a combination of processes, suppliers, management, and tools to rapidly

and cost-effectively deliver quality contingent resources to the Lead State and PEs.

CAI acts as the single, accountable point of contact for the entire service.

8. What unique value-adds, innovations, or process knowledge does your firm bring and how can it benefit the Participating Entities?

With a background rooted in the IT industry, CAI understands the importance being

able to serve as innovators to our client base, while being able to differentiate our

offerings through value-add services. As the industry evolves, CAI continues to be at

the forefront by integrating technologies and services that increase quality and

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productivity. CAI was an early adopter of using webcam interviews to replace

phone interviews. Webcam interviews allow for faster interview turnaround times

for non-local candidates without increasing the risk vulnerability associated with

phone interviews. CAI’s Account Management Teams initiates webcam interviews

by verifying each candidate’s government-issued photo ID as a means of avoiding

bait and switch or interview by proxy scenarios. This results in a quick, thorough

process that enables our clients to select qualified resources while mitigating

potential risks.

Additionally, CAI is pleased to offer technical screening interviews, or “tech outs,” at

our clients’ request. CAI has partnered with eTeki, an innovator in the technical

interview arena which offers thorough, client-focused technical screening services

for a wide range of legacy and emerging technologies. By coupling CAI’s thorough

screening process with eTeki’s technical interviews, our clients benefit by receiving

qualified, verified resources within a short timeframe. As a result, the Hiring

Manager is able to quickly interview and select from a small pool of qualified

candidates.

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With over 11 years of experience in the VMSP space, CAI has seasoned, highly

effective processes in place that quickly and efficiently deliver quality results for

candidate screening, reporting, and invoicing. Our screening methodology allows

our Account Management Teams to review and screen large quantities of

candidates, while still adhering to the clients’ speed and quality SLAs. CAI is one of a

select few firms that conducts thorough phone screens as part of the short listing

process. While many of our competitors speak to their “screening” processes, most

do not speak with candidates prior to providing a short list of candidates to

consider. Instead, they simply review resumes and candidate profiles without

taking communication skills and other factors into consideration, without

verification, making determinations based solely by what is presented by the

supplier. With CAI the result and benefit to our clients is a thorough yet highly

efficient screening process that delivers quality services in a timely manner.

Having worked for decades in the public sector, CAI has a unique understanding of

the financial process in place with this client base. We understand the need for

specific invoicing requirements to ensure dollars are allocated to the correct funding

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source, which is especially important when grant monies are being used. We

understand the importance of planning for each fiscal year turnover. We have

completed thousands of fiscal year transitions where every resource must start

utilizing a new Purchase Order (PO) or line item at the start of the fiscal year. We

have experienced budget impasses and have had to manage the impact to our

clients and vendors. We also have a long history of successfully working with and

supporting small and minority businesses. We have specific support options

available to them which can help small businesses survive, as well as providing them

with mentoring and best business practice guidance.

With CAI, you have a VMSP that has the experience and expertise to successfully

manage not only the hiring workflow but the financial workflow as well.

Business Process “Standardizing the business process” for contingent labor involves implementing a

contract vehicle with sufficient structure for customers to obtain consolidated

pricing, while following relevant procurement laws and integration with existing

accounting software. It does not involve forcing users into the predefined workflow

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of a packaged software product. The process in turn must apply initially to

departments seeking contingent IT labor, while allowing for easy extension both to

other related organizations and to non-IT categories. The benefit to PEs is that a

standardized process means a repeatable and measureable process. This means

that the impact of the new contract can be measured and the results provide an

indication of success, as well as identifying areas of improvement. This in turn can

help the PE understand their ROI. Secondly, a repeatable process provides

consistency in approach, ruling out ad hoc approaches to procuring IT contingent

labor, which makes it difficult to measure success. A repeatable process defines the

steps to take for procuring IT contingent labor. This provides ‘checks and balances’

so that should each step be followed, the end result will be a successful hire.

Automation Across the Supply Chain Specifically as it pertains to the business model, CAI will configure its VMS tool in a

way that supports the State’s specific goals and objectives under the contract.

The key is that all stakeholders interface with the same common technology

platform so that every aspect of the contract performance can be calculated,

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measured, and managed.

CAI is in a unique position to offer value-add services that go above and beyond the

requirements for the Pipeline program – at no additional cost to our clients. Our

offerings enhance the effectiveness and usage of the client’s VMSP program, and

have been very successful for our clients who have taken advantage of them. Our

Value Added Offerings are listed immediately below.

Management Training CAI will provide continuing education credits to client project managers free of

charge through our ITMPI course offerings. These are available electronically and

on-demand for your convenience.

Financial Services Support Our model includes paying subcontractors for approved services on a monthly basis,

regardless of our receipt of payment from the client, with the exception of events

noted in the subcontractor agreements (SAs), e.g., such as long term budget

impasse.

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We also provide financial services support to the client with flexibility in invoicing,

grant funding support, and monitoring of timesheets.

Small Business Enterprise (SBE) Services We are offering additional services to promote growth in the local small business

community. By offering assistance with managing cash flow, support for training

and retention of workforce, and program mentoring, we aid our local business

partners.

Support for Contingent Labor Topics and Risk Management

CAI’s VMSP Program Office members are SMEs on contingent labor topics. Through

our participation in industry organizations such as Staffing Industry Analyst, we are

able to monitor topics that may impact our clients and how they deal with the

contingent labor workforce.

ACCOUNT MANAGEMENT

9. How will you manage Participating Entities accounts? Please indicate the position, job functions, and responsibilities associated with your management teams.

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Proposal §4.2.2 Account Management

The success of a VMSP program starts with the Account Management Team. The

ability of the Account Management Team to work alongside the client, develop a

trusted partnership, and be proactive in the management of the service is vital. The

Account Management Team – which will implement, manage, and maintain the

Lead State’s program – is a highly experienced group of IT and staffing professionals.

Our team will consist of a Senior Account Manager, Ms. Ellen Sigl; Technical

Manager, Ms. Linda Leiby; and Customer Support Manager, Mr. Scott Edwards. We

will also utilize CAI support personnel, whose ability and experience will be to

ensure the successful implementation of the project, the correct configuration of

the PeopleFluent® VMS system itself, pre-established contractual relationships with

vendors, marketing and communications for the NASPO program, and Billing and

Payment activities.

As a rule, our Account Management Team members are IT professionals first. This

means that their individual qualifications and certifications are representative of the

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IT markets they support. There are two significant benefits to this approach; firstly

they have the knowledge and technical understanding to really comprehend the

Lead State’s requirements. In working with the Hiring Managers they are able to go

into real detail with regard to the position requirements. They can assist the Hiring

Managers in building job descriptions and also share the latest market trends or

technologies. This ability is strategic because the second reason for our staff being

IT professionals is that it allows them to screen candidate resumes in detail and to

conduct structured, technically driven interviews prior to the candidate being

submitted to the Lead State. This is a significant benefit as we can root out

candidates who are not fully qualified and save the Lead State from issues that

might arise with an under-skilled Resource being hired.

Ellen Sigl, Director, Public Sector Contingent Labor CAI is pleased to present Ellen Sigl who is the Director, Public Sector Contingent

Labor. Ellen joined CAI in 2004, and has 26 years in the IT industry; she has

managed our VMSP Staff Augmentation program since it started in 2004. She is

committed to each program’s success and will function as the primary point of

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contact for the Lead State users while initiating the program. Ellen will serve as the

initial Account Manager for the program and will continue to provide executive level

guidance and support throughout the life of the Contract.

Ellen has worked to implement the CAI model in 10 states and brings those best

practices to the Lead State. She holds a Certified Contingent Workforce Professional

certification (CCWP). She attends Contingent Labor Conferences as well as NASPO

and NASCIO. She presented “IT Workforce Issues” at the Intergovernmental

Technology Conference in spring 2014.

Ellen will have the authority to act on behalf of CAI, and will be the main point of

contact for all interaction relating to the management of the VMSP program.

Linda Leiby, VMSP Operations Manager Linda Leiby currently serves as the VMSP Operations Manager for our VMSP

Program Office. Linda has been with CAI since 1994. Supporting the Lead State,

Linda’s role will be that of VMSP Operations Manager, where her PeopleFluent®

configuration, implementation, and reporting experience will be key. Linda will

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serve as backup Account Manager in Scott’s absence. Linda has served in each of

CAI’s VMSP programs beginning with the PA IT Staff Augmentation program in 2004

through the latest implementation of the State of Michigan.

She has served as both an Account Manager and Manager of the VMSP PMO, which

is currently her full-time role. She has been an integral participant in each of CAI’s

state VMSP implementations. She is a CAI employee with 26 years of IT experience,

and has worked to refine the business invoicing and reporting requirements across

each program. Linda brings best practices from the industry and other public

programs to the Lead State.

Linda holds a CCWP certification. She is a PeopleFluent® VMS and BusinessObjects

SME and has served on the PeopleFluent® Client Advisory Board since 2012.

Scott Edwards, Senior Account Manager Scott has 11 years of IT applications, infrastructure, and communications industry

experience; with expertise in customer support, account management, and IT

resource recruiting and placement. He has six years of VMSP customer support

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experience with public sector contracts managed in multiple states, with an annual

contract value exceeding $65M for state agencies under his management. Scott’s

accomplishments include successfully engaging more than 1,500 IT resources for

two VMSP programs over the last five years, managing up to 310+ concurrent

engagements at any given time. Scott is very conversant with the process of

transitioning incumbent Resources.



CAI proposes the contingent role of Sue Flaxman, an Account Manager with CAI, to

offer additional support during periods of high demand, as required. Sue is an

experienced, results driven IT professional with more than 20 years of experience in

a variety of IT related skills. Sue has six years of account management experience

serving multiple state agencies across our VMSP contracts. She has worked with

CAI’s program model and has a proven history of managing to SLA compliance

metrics. Sue has worked extensively with a variety of agencies to provide

consultative-type service to assist in refining the workflow, and especially consulting

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on payment problems across our other programs.


10. Describe how you will present your company’s performance management review.

Proposal §4.3.3.4 Quarterly Executive Review

CAI is eager to develop a strong level of customer satisfaction, and to that end we

present a quarterly executive review to the NASPO ValuePoint Cooperative

Development Coordinator. The report will include a list of states with an active

Participating Addendum and a statement of negotiations with any state who is

considering joining the program.

CAI recommends the following items to be considered in the Quarterly Executive

Review. These describe our service and how well we are doing in meeting the

metrics and service levels agreed to under the contract. CAI reviews the quality of

candidates and our services in each Quarterly Executive Review. Metrics and

recommendations are provided in our Quarterly Report, and discussed at the review

meetings.

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Typically we present the topics listed in Figure 3 for review and evaluation; however

we will finalize Quarterly Review topics during Implementation.

TOPIC COMMENTARY


Active States A review of participating states and their usage of the

NASPO ValuePoint program.


States in discussion to join the program, any challenges

they are facing to take up the program, and mitigating

strategies to address those concerns.

Job/Levels/Skills

Review most-requested titles across agency usage and

evaluate how they align (or do not align) with Lead State

strategy. For example, some agencies may utilize

contractor staff primarily for programming, while others

may utilize a variety of senior level resources. Review

the usage of the exception category to determine trends

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in usage.


If desired, we will support the tracking of ACA compliance

with the workforce along with the tracking of immigration

needs or the use of W-2 employees.

Tenure

PeopleFluent® VMS is configured to track the tenure of

specific individuals across engagements. This will allow

for tracking and reporting on Lead State tenure of

individuals as well as tenure within a particular agency.


Resources hired for full time employment by Lead State,

or targeted for full time hire.

VMSP PERFORMANCE

Service Level Performance against the SLAs for those engagements

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Agreements and requisitions bound to the agreements. This topic

may also include a listing of those requisitions designated

by the States as exempt from the SLA measurements.


Network Performance

Presentation and discussion of dashboards and analysis

of the supplier performance by tier including the

performance of any targeted types of suppliers.

MARKET TRENDS

Wage Review

Review the most recent wage data as compared to the

wage data currently in use by the Lead State. Review

those findings against the additional program metrics to

evaluate the health of the rate card.

Technology

Report and discuss technologies use in the required skills

both to evaluate Lead State usage against industry-wide

usage as it relates to supply and demand, and how it

may affect the rate card.

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If appropriate, we would welcome an opportunity to

prepare the network for longer-term projections,

specifically in terms of technologies and skill sets. The

direct outcome of this is to determine appropriate

communications to the supplier community, particularly

with emerging technologies and newly instated enterprise

standards.



Invoicing Track and discuss any bottlenecks of unpaid or overdue

invoices, as well as recommend potential process

improvement.

Targeted Savings Discuss any new strategic initiatives or goals; our intent

is to align the Contract exactly with Lead State Executive

policy based on evolving strategy.


improvement.

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11. Where will the account management team be located for each area?

Proposal §4.2.2.1. Building a Presence in the Lead State

CAI understands the importance of having a local, on-site presence for managing

the day-to-day tasks, issues, and risks of a VMSP program. For supporting the State

of CT, CAI proposes the placement of an on-site Account Management Team in

Hartford, CT. In support of other state or regional cooperative member programs,

CAI also proposes establishing local account management teams in those areas,

based on client discussions and business needs. These details will be discussed

during development of a Participating Agreement with each state or regional

cooperative member.

In addition to the local account management teams, CAI also has the ability to

leverage a team of seasoned Account Managers in Harrisburg, PA, as well as team

members in other states. With this approach, we have the ability to manage and

support your day-to-day business locally, having access to additional resources

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during peak periods of activity.

12. How do you measure your account management team’s performance?

CAI will measure our Account Management Team’s performance using the same

contractual SLAs that serve to measure our program’s ability to effectively manage

processes and workflow, to ensure successful results. Since the Account

Management Team facilitates the overall workflow, we feel it is important to

measure their performance using the same criteria. In the event an SLA is missed,

we can then work to determine the root cause, taking the appropriate steps

necessary to correct the course.

In addition, we can use customer surveys to solicit client feedback related to

account management performance to identify any areas of potential improvement.

CAI also provides contact information for our leadership team, giving direct access

for feedback. Additionally, we manage performance through weekly

team/leadership calls to discuss performance and activity, as well as formal internal

performance evaluations.

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13. What elements of this team are most critical to its success?

Experience is the most critical element to ensure a team’s success in managing a

VMSP program. Having account management teams possessing IT experience based

on industry best practices adds value at all phases of the process, from requirement

qualification, candidate screening, and onboarding.

On-site support is another critical element for success in providing strong customer

service and risk avoidance. By having team members on-site, the client has full

access for day-to-day needs, issue resolution, and early intervention to reduce

vulnerabilities related to risk. These elements, when combined, result in an

engaging, mutually beneficial relationship providing a positive experience for all

parties.

14. How would you facilitate the regularly scheduled contract review meetings? What elements and issues do you believe should be included in these discussions?

Proposal §4.3.3. Reporting

Please see response to Question 10, above. CAI has provided an example Quarterly

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Report at Appendix_18_Example_Quarterly_Report_CAI.

A typical CAI Quarterly Report Agenda for our existing clients includes the following

topics:

• Contract Overview

• Agency Participation

• Job Title Usage

• Service Level Agreements

• Supplier Performance

• Discussion Topics

We go into significant detail for each item. Our report is metric driven so that the

Lead State or PE can clearly see any deficiencies or failed metrics, as well where we

clearly exceed targets. Presenting factual data and statistical analysis provides a

very relevant and realistic view of the contract. It avoids ambiguity and any

massaging of subjective comments. The data is pulled directly from the

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PeopleFluent® VMS tool.

15. Describe the ongoing support available to end users, including hot line or toll free numbers, day and time availability, and any restrictions.

Some VMSPs limit the number of support or help desk requests that can be

submitted by the user community, often charging additional fees once the quota is

reached. CAI’s VMSP Operations Team provides unlimited support at no additional

cost. A toll free Help Desk number will be made available for the PE as well as a

dedicated help desk email address. The help desk is monitored during normal

business hours but users have access to off-hours support for critical issues.

Requests are tracked on our Service Desk ticketing system and include the

following:


• Password resets



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16. Identify the amount of staffing and the funds as a percent of revenue that are devoted to customer support.

Greater than 50% of the VMSP fee revenue CAI receives from the Lead State will be

devoted to customer support. This percentage will vary as the revenue varies. The

remaining portions of the fee included in that calculation include fees for the VMS

as well as service fees that are returned to individual states or to organizations like

NASPO ValuePoint.

17. How do you provide help-desk support? What specific help-desk services are offered? Please list any websites used for support purposes. NOTE: this is the same as BUS 31

Proposal §4.2.4.1 Help Desk

CAI’s administrators provide Level 1 support for help desk calls, logging and tracking

issues, and questions from the Lead State, PEs, and vendor users. The Operations

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Team is highly skilled, having provided support across our entire VMSP contracts for

many years. They have extensive knowledge of the procedures related to these

types of contracts so that their responsiveness is quick and accurate, and based

upon lessons learned.

They are able to answer general questions on how to utilize the contract, but

escalate to the local Account Managers as necessary. The team also has deep

experience with the PeopleFluent® VMS tool and is able to answer “how to”

questions related to the use of the tool from the agency, vendor, and candidate

perspectives. They are capable of providing ad hoc training over the phone when

needed, i.e., talking to the user and walking them through a process. Requests are

tracked on our Help Desk ticketing system and include the following:


• Password resets



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SUPPLIER RECRUITMENT

18. Provide a narrative outlining your supplier relationships. Give an example of an exceptional supplier partnership.

We care about our suppliers: without them, we all would fail. We communicate

with our suppliers so they are prepared to meet current and future demand. We

also nurture our suppliers financially by making consistent and timely payment on

supplier invoices to prevent hardship, especially for smaller firms. As an example,

CAI was able to pay all suppliers during a 101-day budget impasse in Pennsylvania,

even as the Commonwealth’s ability to make payments to CAI was constrained.

In 2015 we maintained over 1,550 suppliers who submitted 300,000 candidates for

open positions in our VMSP networks. We have made a huge investment in our

supplier networks, spending hours training, coaching, teaching, recruiting, and

reaching out to IT firms – particularly smaller minority- and women-owned firms –

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to join and participate in our programs. We have a dedicated Vendor Management

Team which provides assistance to the suppliers regarding onboarding and

maintaining their active status in the networks.

Here is what our suppliers have to say about CAI:

• “It has opened up new opportunities and doors to us that may not have

been otherwise.”

• “The consistency of getting paid on time without delay has had a

tremendous impact, getting Invoices paid within 30 days instead of 3-6

months.”

• “Consultants are reviewed, interviewed, and hired in 1/3 of the time it took

before with less risk of losing the candidate to other opportunities; recruiting

time is not wasted.”

• “Administrative costs have dropped internally due to electronic time keeping

and invoice generation. ACH payments as well have helped with our

expenses.”

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19. What process, if any, do you incorporate to recruit and attract Minority and Women’s Business Enterprises service suppliers?

Proposal §4.5.2.4 A Commitment to Small/Minority Enterprise Subcontractors CAI supports the belief that veteran, small, minority, and women’s business

enterprises should have the maximum opportunity to participate. To this end we

will recruit from local associations and work with states and local associations to

identify and invite firms with specialized status such minority-, veteran-, and

woman-owned firms to the program. We will also maintain a vendor-facing website

that details the enrollment and gives tips for participation.

CAI develops our supplier networks to include diverse ownership and small-sized

firms so we can meet the needs of our clients. CAI has worked with Minority-

Owned, Women-Owned, and Disadvantaged Business Enterprises (M/W/DBE) on

many of our contracts and currently works with a network of M/W/DBE contractors

for staff augmentation services. We strive to meet or exceed all required

percentages for M/W/DBE contracts and actively engage vendors certified by the

clients where we currently hold contracts.

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CAI has also identified a large number of small and minority owned businesses in

response to the Subcontractor requirements tables above. It can be seen that CAI’s

business model includes an increased used of small and disadvantaged business

compared to other organizations. We have also identified our Top 5 small and

minority business partners in the Subcontractor requirements proving our

commitment. These are not new relationships but long term established

relationships with qualified and capable suppliers, which the revenue numbers

testify too.

20. What percentage of suppliers have refused to participate in your managed IT Professional workforce program?

On average, fewer than 5% of suppliers refuse to participate in a new staff

augmentation program. CAI has a supplier adoption rate of greater than 95% when

an open supplier network is implemented with the kick-off meetings and training

offered to suppliers. The percentage remains high because there are few barriers to

entry in a staff augmentation program. Training and mentoring are available to

supplier participants, as are reliable and even expedited payment terms for those

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supplies who choose to take advantage.

21. Please describe your supplier management program – is it a tiered program or an all-inclusive broadcast program? NOTE: this is the same as BUS 37

Proposal §4.5.2.1 Managing Subcontractor Network CAI proposes to create a tiered pool of suppliers to support the Lead State. The

criteria for each pool reflect the qualifications and certifications of each business.

CAI proposes, at a minimum, to build supplier pools that include local, small, and

disadvantaged business types. We will work with the Lead State to establish metrics

that ensure minimum revenue amounts flow to these business types. This helps

build the vendors’ local community by creating work opportunities and jobs, as well

as supporting the Lead State or any other participant state, in meeting their small

and disadvantaged business goals.

The program is supplier neutral and includes an open network of suppliers who

participate in the program by submitting candidates through the competitive

placement process. An open network enables suppliers to join at any time and it

enables the client access to a variety of candidates at consistent rates. Since

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suppliers can join the network at any time, it also eliminates the need for layers of

subcontractors.

We will define our tiering structure during implementation with input from the PE.

For example, the first tier may include suppliers who consistently provide qualified

candidates and whose candidates perform well, with low attrition. The first tier

may also include a class of businesses – perhaps qualified small or disadvantaged

businesses – that have an economic impact on the PE. While the first tier may be

the first group of suppliers to receive notice of a requisition, all firms within the tier

are competing fairly for the work.

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Figure 4 shows the tiering process we have created to support the Lead State. This

process is aimed at building a supplier pool with disadvantaged and small

businesses. We understand that in some instances PEs do not have the same

requirements and we will therefore create supplier pools that reflect this.


22. How many suppliers work within your network?

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As described in answer 21 above, CAI manages open vendor networks for our

contracts. As a result, CAI networks have more than 1,500 active suppliers.

23. What benefits do suppliers achieve from participating in your programs?

The following are benefits to suppliers in our programs:

• Supplier Neutral process – all suppliers are competing on a “level playing

field”; candidates are selected based on quality and not based on who is

submitting them

• Business incubator for small and diverse businesses

• Expedited supplier payment options

• New business opportunities available through CAI’s other VMSP contracts

24. What are the steps used to qualify and add new suppliers? When and why do you

terminate suppliers?

Qualifying suppliers is straightforward process. Suppliers can join the open network

at any point during the contract in order to compete for business. A supplier

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obtains all contract documentation required for joining the supplier network from

CAI’s public facing contract portal website (see Figure 5). From this website, the

supplier downloads “how to” instructions for joining the network(s), the SA

between CAI and the supplier, and a list of documents that must be returned to CAI.

In each of our VMSP implementations, the basic criteria for inclusion in the supplier

network include:

• Confirmation that supplier is not on any published supplier disbarment lists

• IRS form W-9, Request for Taxpayer Identification Number (TIN), and

Certification

• Required insurance certificates

• Marketing literature

• Client-specific criteria

Suppliers are removed from the network if they are not current on required

documentation (e.g., insurance certificates have expired), poor performance, and

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violation of terms of the SA. CAI will keep the client abreast of any situations where

a client needs to be removed.

Figure 5: Sample CAI VMSP Program Portal

25. Describe your process for determining supplier rates.

CAI’s bill rates are based on industry metrics, scientifically derived, and supported

by years of market experience. We have used extensive wage metrics from ERI to

develop our separately submitted pricing. Based on how well our pricing

methodology has performed in the past eight years, we are confident in the

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accuracy of our pricing model and our ability to deliver high-quality resources to the

Lead State within our proposed timeframes. The approach to pricing is a critical

success factor for maximizing the results toward a steady supply of qualified

resources to our customers.

CAI uses salary data from ERI as a means of determining baseline wages. ERI an

independent research firm whose algorithms and data have been in use for the past

30 years; it does not offer consulting services, i.e., it has no self-directed incentive

for modifying its metrics. In our many years of providing VMSP services to various

government agencies, we have found ERI data to be extremely accurate for

estimating salaries by position description and geographic location.

CAI then determines the vendor rate by deriving the markup on the wage rate that

covers all costs and obligations that any employers must pay prior to calculating a

profit. In developing a subcontractor markup for the contract, we created a formula

to cover their payroll costs, employee benefits, contract expenses, and modest pre-

tax profit. This becomes the rate per hour that the vendors are paid for their

selected resources. Unlike other VMSP programs, the vendor receives 100% of the

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CAI vendor rate with no reductions made to their invoices. The CAI VMSP service

fee has no hidden subcontractor fees.

It is upon this vendor rate, or labor rate per hour, that the VMSP service fee is

applied and becomes the bill rate to our customers. The VMSP service fee covers

the cost of doing business for CAI. These are reasonable costs for doing business,

such as our own labor costs as well as administrative fees for the VMS tool.

CAI analyzes the ERI data and makes recommendations to our customers regarding

increases or decreases to the contract rates. The final decision on changes to rates

rests with the customer; CAI adheres to those decisions. We will continue to

conduct these reviews on a frequency acceptable to the customer.

26. Describe the back office operations of the Vendor Management System program that your company offers.

Proposal §4.2.4 Operations Support and Help Desk

A key component of managing the supplier network is the VVMSP Operations Team.

They are also responsible for most back office tasks, as the following narrative

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describes. This team consists of two distinct sub-teams: Analytics and Engagement.

The teams work together to configure PeopleFluent® VMS and engage candidates

so they can submit their timesheets. These tasks ensure the workflow operates

seamlessly.










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CAI’s VMSP Operations Administrators provide Level 1 support for any help desk

calls, logging and tracking issues, and questions from both PE and vendor users.

Having provided support under all of our VMSP contracts, they have extensive

expertise in all procedures related to these contracts.

They are able to answer general questions on how to utilize the contract, but

escalate to the local Account Managers as necessary. The team also has deep

experience with the PeopleFluent® VMS tool and is able to answer “how to”

questions related to the use of the tool from the agency, vendor, and candidate

perspectives. They are capable of providing ad hoc training over the phone when

needed, i.e., talking to the user and walking him/her through a process. Some

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common help desk requests are:

• Password resets

• Timesheet corrections

• Guidance on entering requisitions

• Addressing PeopleFluent® VMS problems

• Responding to report requests

• Completing user setups

• Providing training

The VMSP Program Office team members directly support all our VMSP clients.

27. Do you have a contracts and legal group to review all supplier agreements and insurance requirements and if so please describe this group?

Our supplier agreement terms are reviewed and approved by CAI’s in-house legal

team. This includes lawyers, HR specialists, immigration specialists, and insurance

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specialists.

28. Describe your candidate on-boarding and off-boarding processes.

Candidate On-Boarding

Once a candidate is selected, our Account Manager notifies the vendor, verifies the

candidate is still available, ensures he/she has completed the necessary background

checks, and completes all other tasks related to onboarding. The CAI Account

Manager also ensures that the candidate knows where and to whom to report on

the first day of the assignment.

The VMSP Operations Team trains the candidate in the use of the PeopleFluent®

tool for time reporting. The supplier works with the CAI AM to ensure that all

documentation and pre-employment requirements are completed as part of the on-

boarding process, including background checks, screenings, non-disclosure

agreement (NDA), certifications, and any other conditional documents. These

reports are uploaded via PeopleFluent®; and the Account Manager receives

notifications when these steps are completed.

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Candidate Off Boarding The Account Manager notifies suppliers of (pending) disengagements and ensures

proper notification is forwarded to CAI support team. The Account Manager also

works with the Agency Manager to make sure all credentials and agency property

has been returned to the agency, and agency security has been notified to remove

access.

Once notified the contractor has completed the engagement, the VMSP Operations

team makes sure timesheets have been completed and goes through the

administrative functions to disengage the candidate.

29. Describe your procedures for resolving employee relations issues.

By having an accessible Account Management Team on-site, engaged resources

have the ability to approach members of our team to discuss issues or concerns.

The Account Management Team serves as the primary point of contact to resolve

engaged resource issues, so the client does not need to be involved. The Account

Manager then contacts the resource’s supplier to discuss options for resolution. In

the event the supplier is found to be non-compliant, the CAI Account Manager may

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escalate the matter according to the terms of the SA. Our goal is to reach a quick

resolution, which is acceptable to all parties, preventing the potential for a

disruption in service to our client.

We anticipate that our screening procedures and experienced management

techniques, along with the experience of our Service Delivery Manager, will prevent

the small bumps in the contract from escalating into major problems. If a major

issue does occur despite our best attempts, we intend to approach its resolution

using this process :

• Contact the Client Immediately

As soon as our Applications/Service Delivery Manager is made aware of a

possible problem, s/he will follow the communication plan and notify the

appropriate stakeholders. S/He will use this opportunity to gather

information, isolate the exact cause of the problem, and provide assurance

to you that we are giving the issue our full attention.

• Schedule a Face-to-Face Meeting

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Handling a customer complaint can become sensitive and the likelihood that

it will be resolved amicably is higher in-person. Once we have an idea of

what's wrong, we will schedule a meeting if appropriate to make sure we

fully understand the issue and offer solutions.

• Acknowledge the Problem

All too often, when dealing with an upset client, it is easy to overlook a

simple rule of conflict resolution: acknowledge the problem. Instead of

finger-pointing, we will listen and confirm that we heard and understand

your concern.

• Determine What You Want

We will give you an opportunity to explain what it is you expect in order to

resolve the problem. Knowing what you want is half the battle. We may ask

you for several acceptable options that would solve the problem.

• Negotiate, Execute and Move Forward

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The final step is to reach a resolution and agree on it. We will analyze the

options on the table and how each fits within the context of the project plan.

Our goal is to determine the option that not only solves the problem, but

also does so with the least affect to the overall project, thus a win-win

solution. We will be sure to follow up on the solution to make sure the

problem is solved. And most importantly, we will revisit and correct the

appropriated project processes to ensure that the problem does not occur

again.

30. How do you ensure that quality and service levels are maintained by the supplier community?

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CAI includes specific quality control points in our SAs. These agreements require the

following of all enrolled subcontractors:





CAI uses the Vendor Scorecard (Figure 6) to monitor a specific supplier’s

performance. The dashboard highlights specific points of performance – both

positive and negative – and enables the supplier and the VMSP to discuss and

evaluate performance and potential areas of improvement.

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Figure 6: Example Vendor Scorecard

31. Describe your company’s position and philosophy regarding the concerns of co-

employment

One of the benefits of having a VMSP is risk mitigation as it pertains to co-

employment. CAI’s role is to make sure that all parties involved have an

understanding of their relationships and that these relationships are well defined

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with the goal of making sure the client is protected.

In an effort to mitigate risk, CAI performs the following risk mitigation activities with

the Lead State clients:

• Creates layers between contingent workers and client managers through

staffing suppliers and a VMSP.

• All aspects of the economic relationship with contract employees (e.g.,

payroll, raises, bonuses, benefits) are administered without client

involvement.

• All communications regarding the duration, or termination, of employment

are handled without client involvement.

• Employment-related issues that arise between contractors and client

employees should be promptly communicated by the client to the CAI

Account Manager, enabling CAI and the client to work together to resolve

these issues effectively.

• While client day-to-day supervision may be unavoidable, it should be

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minimized when possible.

• Avoid discriminatory conduct.

• Have all contract workers sign a document stating that they are employees

of the staffing firm and that they waive any claim to compensation or

benefits from the client.

32. What current policies or procedures do you have in place with other clients regarding co-employment? Please discuss how you protect your clients from co-employment issues.

As a Contingent Labor Manager, we work to stay current with industry topics like co-

employment and we are able to tailor the risk mitigation techniques to the needs of

individual clients.

We have documented approval workflow to show that the continuation of

contractor engagements is approved or denied at specific intervals. This decision

point serves to set the contractors apart from the employees.

The submitting supplier is the employer of the resource and their subcontracts are

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developed in order to enable that employer/employee relationship. For instance,

the employer determines the wages and compensation for the employee

performing the work. We build the rate card based on wages; however, the actual

compensation is determined by the employer.

The submitting supplier is offered performance feedback on their employees during

the term of an engagement through the PeopleFluent® evaluation function, but

those actual reviews are conducted by the employer on the employee.

CAI uses tenure reports to measure the full term of engagement for a resource who

may have worked over multiple engagements.

If a State were to adopt a term limit, the VMSP can track, monitor, and assist in

enforcing those term limits across the enterprise.

METRICS AND REPORTING

33. What metrics, key performance indicators, or service level agreements are you willing to provide on a quarterly basis to demonstrate the value you add and the savings you provide the Participating Entities? Please provide a sample of

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scorecard.

Proposal §4.3.3.4 Quarterly Executive Review CAI is eager to develop a strong level of customer satisfaction, and to that end we

present a quarterly executive review to the NASPO ValuePoint Cooperative

Development Coordinator. The report will include a list of states with an active

Participating Addendum and a statement of negotiations with any state who is

considering joining the program.

CAI recommends the following items to be considered in the Quarterly Executive

Review. These areas of focus describe our service and how well we are doing in

meeting the metrics and service levels agreed to under the contract. CAI reviews

the quality of candidates and our services in each Quarterly Executive Review.

Metrics and recommendations are provided in our Quarterly Report, and discussed

at the review meetings.

Typically we present the topics listed in Figure 7 for review and evaluation; however

we will finalize Quarterly Review topics during Implementation.

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TOPIC COMMENTARY


Active States A review of participating states and their usage of the

NASPO ValuePoint program.


States in discussion to join the program, any challenges

they are facing to take up the program, and mitigating

strategies to address those concerns.

Job/Levels/Skills

Review most-requested titles across agency usage and

evaluate how they align (or do not align) with Lead State

strategy. For example, some agencies may utilize

contractor staff primarily for programming, while others

may utilize a variety of senior level resources. Review the

usage of the exception category to determine trends in

usage.

Workforce If desired, we will support the tracking of ACA compliance

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Compliance Tracking

with the workforce along with the tracking of immigration

needs or the use of W-2 employees.

Tenure

PeopleFluent® VMS is configured to track the tenure of

specific individuals across engagements. This will allow for

tracking and reporting on Lead State tenure of individuals

as well as tenure within a particular agency.


Resources hired for full time employment by Lead State, or

targeted for full time hire.

VMSP PERFORMANCE


Performance against the SLAs for those engagements and

requisitions bound to the agreements. This topic may also

include a listing of those requisitions designated by the

States as exempt from the SLA measurements.


Network Presentation and discussion of dashboards and analysis of

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Performance the supplier performance by tier including the performance

of any targeted types of suppliers.

MARKET TRENDS

Wage Review

Review the most recent wage data as compared to the

wage data currently in use by the Lead State. Review

those findings against the additional program metrics to

evaluate the health of the rate card.

Technology

Report and discuss technologies use in the required skills

both to evaluate Lead State usage against industry-wide

usage as it relates to supply and demand, and how it may

affect the rate card.

Upcoming Initiatives/ Budget Projections

If appropriate, we would welcome an opportunity to

prepare the network for longer-term projections,

specifically in terms of technologies and skill sets. The

direct outcome of this is to determine appropriate

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communications to the supplier community, particularly

with emerging technologies and newly instated enterprise

standards.


Invoicing Track and discuss any bottlenecks of unpaid or overdue

invoices, as well as recommend potential process

improvement.

Targeted Savings

Discuss any new strategic initiatives or goals; our intent is

to align the Contract exactly with Lead State Executive

policy based on evolving strategy.


improvement.


Appendix_18_Example_Quarterly_Report_CAI provides the reporting metrics that

CAI uses to determine the overall success of the contract. While the example has

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redacted client specific information, it provides clear understanding of how we

measure results and share them with stakeholders. Figure 6 provides an example of

a vendor scorecard from which we pull global contract data to provide the

aggregate information on the success of the contract.

34. Are you willing to put money at risk if your service level agreements are not met? If so, can you please describe how this program would work?

Yes, we are willing to put money at risk.

CAI proposes the following remedies for noncompliance with SLAs. A review period

would be one quarter of service, but meeting to review the SLAs and remediation

plan would occur at more frequent intervals determined by the Lead State.

• A discussion will take place between Contractor representatives and the

Lead State Program Manager. Contractor will be given a warning and a plan

will be developed to improve on the problem areas within 30 days.

• If a second review occurs in which the Contractor fails to meet the service

levels, the Contractor will be placed on Probation, and Contractor will be

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given two review periods to improve its overall service score. If a third

review with below-threshold score occurs within the probationary period,

the Contractor will be required to give a one percent (1%) rebate on the

month’s revenue back to the State. If a fourth below-threshold score occurs

within the next three review, the contractor will be required to provide a

three percent (3%) rebate on the month’s revenue back to the State, and the

Contract may be terminated for cause by the State.

• CAI will be allowed a 90-day grace period during the Implementation phase

of the Contract to ramp up services, without scoring on any of the

performance metrics in the SLAs. CAI will begin measuring the service levels

immediately after completion of Implementation and migration, beginning

with the next calendar quarter, or 90 days thereafter, whichever is longer.

35. Satisfaction Surveys - Describe the types of company satisfaction metrics you use. Do you provide satisfaction surveys or other methods to measure same? Please provide a sample of a survey.

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Satisfaction surveys can be an important tool to measure the success of the

program. CAI uses satisfaction surveys to measure different levels of the program.

An engagement evaluation is released by PeopleFluent® at intervals defined by the

State. These evaluations are housed in PeopleFluent® along with the engagement

and they serve to document the success of the resources performing the work.

If the program includes a process where the State selects a specific supplier to

complete an SOW, the program should include a survey to evaluate the success for

that supplier. Program surveys can be conducted at defined intervals to measure

the State or supplier satisfaction with the overall program. In most cases CAI

recommends a yearly satisfaction survey; a sample template is included below.

Section 1: Contract Usage What is your role in the process? Choose all that apply:

� Purchaser

� Process Invoice Payment

� Create PeopleFluent® requirements

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� Approve PeopleFluent® requirements

� Approve timesheets

� Approve use of the contract

� Set Policy on contract usage

� Other (text box)

I plan to use the IT Staff Augmentation Contract to procure IT resources in the next 6 – 12 months.

� Yes

� If yes, what type of resources will you need to augment your staff? (text

box)

� No

� If no, why not? (text box)

Is the IT Staff Augmentation contract providing cost savings to your organization?

� Yes

� No

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� Comments (text box)

What aspects about the contract do you find to be the most valuable?

� Time Savings

� Cost Savings

� Access to a variety of resources with different IT skills

� Access to a broad range of suppliers

� Greater access to data through reporting

� Greater DB supplier participation

� All of the Above

� None of the Above

� Other (text box)

Does the IT Staff Augmentation contract providing time savings to your organization?

� Yes

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� No


Please rate your overall satisfaction with the IT Staff Augmentation Contract

� Very Satisfied, Satisfied, Neutral, Dissatisfied, Very Dissatisfied


Would you recommend others in your agency to utilize the IT Staff Aug Contract?

� Yes

� No


Section 2: Candidate Selection Process If you haven’t used the process to locate IT resources, please skip this section.

Do you determine position classifications? (Example: Programmer 3, Area 4, Legacy)?

� Yes

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� No


Do you collaborate with the CAI Account Manager for classification

recommendations?

� Yes

� No


Are there additional job categories you would like to see added to the contract?

� Yes

� No


Do you typically request resources from a preferred vendor or rely on the vendor network to recruit candidates?

� I interview candidates forwarded to me by CAI from the vendor network.

� I select candidates from a preferred vendor.

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� Additional comments: (text box)

Please rate your overall satisfaction with the candidates provided for consideration.



Please rate your overall satisfaction with the candidate selection process.



Please rate your overall satisfaction with the performance of candidates engaged under the IT Staff Augmentation Contract.



36. Describe the different quality programs that you utilize and any quality projects that your company has completed to better its programs or the operations of a client site.

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Candidate Quality CAI encourages face-to-face interviews either done in person or via web camera.

While in-person interviews would be ideal, the web camera allows the Account

Manager to confirm the candidate’s identity; and offers the agency an opportunity

for a face-to-face interview with a quick turnaround time and opportunity to

immediately fill their need. However, it is the District Program Manager’s discretion

as to how the interviews will be conducted; their interview preference may be

identified directly on the requisition. In the current IT market, contractors are hired

very quickly. A short interview turnaround time increases the likelihood that an

agency will have the opportunity to hire their “first choice” candidate.

Whether the interviews are conducted via phone, web camera, or face-to-face, the

CAI Account Manager will facilitate the process by scheduling with the District

interview team and the supplier. The Account Manager or a delegate will meet

those candidates interviewing face-to-face to confirm their arrival, or the Account

Manager will kick-off the web camera interview or phone interview.

Following the interview, the Account Manager will be in close contact to complete

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the selection process or seek additional candidates, if the agencies’ assessment

finds the candidates unsuitable.

Quality of Work CAI proposes a 10-day warranty period; this is longer than typical warranty periods

for contracts of this type. The 10-day window gives the District a longer opportunity

to determine whether the candidate is performing well. In many cases it takes

several days for the new person to get log-ins and access to the applicable systems.

In those instances, a five-day window isn’t long enough to determine if the

performance is acceptable; therefore CAI is proposing a best practice from our other

VMSP programs that enables a 10-day warranty window.

CAI reviews the quality of candidates and our services in each Quarterly Program

Review. Metrics and recommendations are provided in our Quarterly Report, and

discussed at the review meetings.

Wage-Based Rate Setting Methodology The largest component of IT labor is the wage/salary paid to the individual. CAI uses

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salary data from ERI as a means of determining baseline costs. ERI is an

independent research firm whose algorithms and data have been in use for the past

30 years; it does not offer consulting services, i.e., it has no self-directed incentive

for modifying its metrics. Throughout our experience in multiple states, we have

found the data to be extremely accurate for estimating salaries by position

description and geographic location. The elements of our wage-based rate setting

methodology are shown below in Figure 8.

The ERI model allows for very specific categories of wage data, appropriate for the

multiple job categories and experience levels defined in this solicitation. It is

updated quarterly which enables CAI to perform quarterly analysis of the rate card.

ERI data was used to establish wage rates for our separately sealed pricing proposal.

Another pricing component is the markup that suppliers apply to base wages. The

markup covers all costs and obligations that any employer must pay prior to

calculating a profit. In developing a subcontractor markup for the contract, we

created a formula to cover their costs. For example, payroll costs, employee

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benefits to comply with the Affordable Care Act, and costs associated with doing

business – like insurance coverage – were included.

Figure 8: Elements of Wage-Based Rate Setting

Supplier Quality CAI includes specific quality control points in our SAs. These agreements require the

following of all enrolled subcontractors:



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CAI uses the Figure 21: Sample Supplier Dashboard shown in on page 45 in our

proposal response to illustrate a specific supplier’s performance. The dashboard

highlights specific points of performance – both positive and negative – and enables

the supplier and the VMSP to discuss and evaluate performance and potential areas

of improvement.

Service Delivery CAI is currently completing an ISO/IEC 20000 certification. The ISO/IEC 20000

certification includes design, transition, delivery, and improvement of services that

fulfill service requirements and provide value for both the customer and the service

provider. Certification requires service providers to deliver an integrated process

approach that embellishes the nine sections listed below:

1. Scope

2. Normative references

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3. Terms and definitions

4. Service management system general requirements

5. Design and transition of new or changed services

6. Service delivery processes

7. Relationship processes

8. Resolution processes

9. Control processes

ISO/IEC 20000 is an international standard for IT Service Management.

37. Describe the elements or process improvements your program delivers to reduce our indirect expenses and the associated reporting.

The implementation of a vendor managed service program inherently brings

process improvements program-wide. The implementation of a VMSP reduces

expenses being currently incurred across multiple areas of the customer’s

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organization. As well as reducing costs, the VMSP provides a reporting capability

that offers a deeper view of the activities and results of the hiring process than

would traditionally be available through typical recruiting efforts.

CAI’s VMSP program looks to improve on a number of fundamental areas in the

hiring process, standardize them, and then gather metrics and performance data to

justify the success of the VMSP. Measures of success can vary greatly; in some

instances it can be through reduced costs, but a VMSP also measures success in

increased first round hires, improved efficiencies for the Hiring Manager, use of

disadvantaged businesses within the supplier pool, overall time to fill, or retention

rates, for example.

Throughout our proposal response we have described in detail how key features of

our approach work and their benefits. In most instances the benefits are time, cost,

or process efficiencies or a combination of all. All of which can only be realized

through a standardized process that is repeatable and measurable. Once we are

able to understand how effective our VMSP is in the Lead State environment we can

then look to refine the processes further to gain even greater returns. Such

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examples of process improvement might include candidate screening and selection,

position descriptions and job titles, subcontractor management, or centralized

billing activities.

A successful way of addressing process improvement is to survey the Lead State or

PE satisfaction level with engaged resources and the current contingent hire

process. CAI may work with the Lead State during Implementation to determine the

survey content and to use our Advanced Management Insight (AMI) Survey tool to

conduct the surveys to measure satisfaction with resource performance as well as

satisfaction with the process. The results are addressed in the way we implement

the VMSP. Such examples might include a greater use of small or disadvantaged

suppliers to help the Lead State or PE meet socio-economic goals. Other ways may

include more detailed screening instructions to enable suppliers to better qualify

particular skilled resources.

We also drive efficiency and continuous improvements through the Quarterly

Meeting process. Each quarter CAI holds a meeting with stakeholders to review

performance metrics, industry best practices, and other business and strategic

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issues that affect the program. We will present market trends, our analysis of

contract issues, and any relevant practices from our other clients. This is a time to

conduct a checkpoint on performance and make recommendations for

improvement. Examples might include implementing new labor categories.

We will also report on SLA performance, and at a minimum, our quarterly

presentation will cover the following standard categories of service:

• Active network subcontractors

• Pending network subcontractors

• Inactive network subcontractors

• Targeted business utilization

• Industry trends

• Utilization of the contract by agency and job category

• Activities seeking potential subcontractors to be added to the network

• Subcontractor performance for the previous six months

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• Wage data analysis

• Exception category trends

• Proposed contract changes

This meeting makes the contract process and usage highly visible to the

stakeholders, who are in turn responsible for ensuring they are upholding their

mission to obtain best quality service at best market price, aligned with enterprise

goals for IT itself.

In many cases the CAI placement process offers efficiencies and time savings to the

Lead State or PE by shrinking the cycle time to fill a job requirement. Since CAI takes

the obligation of reviewing, screening, and shortlisting to the most qualified

candidates, the PE no longer has to sort through resumes to determine who may be

qualified. The SLAs provide transparency and ensure CAI is forwarding the most

qualified candidates for the PE to consider for engagement.

CAI also facilitates the interview process so the PE doesn’t need to schedule

interviews; instead they need only participate in the interview of their selected

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candidates. Once the PE selects the candidates, CAI insures all onboarding

requirements are completed.

In addition to saving time on the placement process, the PE will accrue time savings

and efficiencies because CAI will subcontract with the suppliers and manage the

enrollment process. The PE no longer needs to manage hundreds of contracts and

insurance credentials because the CAI takes on that obligation. These activities are

all tracked and reported on at intervals defined by the PE or at minimum quarterly.

The PE may see additional efficiencies in the invoicing and payment process.

Instead of issuing POs to hundreds of different suppliers at a variety of payment

terms and rates, the Lead State issues POs to CAI for the contracted terms and

conditions at the not-to-exceed rates. CAI then pays suppliers based on hours

worked by their engaged resources.

38. How will your program manage and track the performance of our approved vendors and their compliance with our requirements?

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Compliance begins with our SAs. CAI includes specific quality control points in our

SAs. These agreements require the following of all enrolled subcontractors:





• Service levels replicated in SAs to ensure consistency of delivery

After a vendor complies with all onboarding requirements and is approved to

participate in the contract, CAI is able to use key data points available through the

extensive reporting within the VMS to track the performance of the vendor against

the program objectives and requirements. We use reports such as the Vendor

Scorecard (shown in Question 30, Figure 6) to illustrate a specific supplier’s

performance against the required service levels.

These reports highlight specific points of performance – both positive and negative

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– and enable the supplier and the VMSP to discuss and evaluate performance and

potential areas of improvement. In addition to tracking supplier credentials in the

VMS tool, we use the underlying metrics from this tool to show supplier

responsiveness as a measure of performance. When meeting with suppliers one-

on-one, we show them their own dashboard as a ‘scorecard,’ using it to discuss their

performance against the contract requirements.

39. Does your system support user-defined reporting at the multi-state, statewide, agency, and program unit levels? Can labor rates be reported on by such factors as skill set and position title?

Yes, user-defined reporting is available via PeopleFluent® VMS through the SAP

Business Objects software. Unlike other VMS applications whose reporting is based

on an overnight backup of production data, the reporting database within

PeopleFluent® VMS is a copy of production data, updated in near real-time. All

contract data is available – no data is archived. All requirement, candidate,

engagement, and timesheet history is stored within PeopleFluent® VMS and is

available for reporting. PeopleFluent® VMS tracks more than 1,800 variables to

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provide a holistic view of your contingent staffing organization, including reporting

on rates, skill sets, and position title.

Reporting detail can be rolled up to a program level view or limited to State, Agency,

or even a user view of the data. CAI’s Analytics team is available to create reports

or assist with the creation of reports that fit every user’s unique reporting

requirements. Reports can be as simple as a dump of data in a spreadsheet or as

complex as charts and graphs.

40. Provide a complete list of all of the standard reports. Describe the electronic formats the reports can be delivered in. Describe the system’s ability to preview reports online, including customized reports from live data. Describe how security and authorization system features apply to reporting. Describe how reports are printed by an end user of the proposed VMS.

In addition to the standard reports provided in

Appendix_19_CAI_PeopleFluentVMS_Reports_List by PeopleFluent® VMS, CAI has

created a number of custom reports for automatic delivery to agency users under

our VMSP contracts. All of these reports can be delivered to MS-Excel .xls and .xlsx,

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Adobe .pdf, and .csv files via email, or run directly by users from the VMS and

viewed on-line.

Reports can be printed or saved to your computer. Reporting is real-time; data does

not come from a data repository of an overnight back up. Users with the proper

authority can create their own ad hoc reports from live data. Users can only see

data they are authorized to view.

Authorization is based on access granted at the user profile level based on roles and

associations within the VMS. Users can have an enterprise level view of data

meaning they can see metrics for the entire program; users can have an agency

level view of data meaning they can see metrics for their agency; or users can have

a user level view of data meaning they can only see metrics for their requirements,

candidates, timesheets, etc.

We have provided examples of our standard reports as an uploaded document in

Appendix_8_System_Listed_Rpts_CAI.

41. List and describe the various types of management reports your company can

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provide. Please indicate whether these reports can be manipulated or sorted by the customer. Is the data available for download by Participating Entities? Describe the export and data transfer technology that would be used.

CAI runs weekly and monthly reports that are used for the management of the

contract including a weekly dashboard of activity, a chase report that shows all SA

requirements, Milestone Tracking Report, and a PO Audit report. These reports

ensure we are on track and performing well, and allow us to identify any challenges

to be addressed. Secondly, as part of our management approach we provide a

quarterly report of our services. Quarterly reports evaluate the prior quarter’s

performance and cover a broad range of topics from fill rates to performance

metrics, through to evaluation of supplier performance and changes in customer

requirements.

The reports delivered as a spreadsheet can be manipulated and sorted by the

customer. The reports can be delivered to MS-Excel .xls and .xlsx, Adobe .pdf, and

.csv files via email or FTP.

42. Please provide printed examples of your most frequently used reports.

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We have provided example of the most frequent report types as an uploaded

document in Appendix_12_Frequently_Used_Reports_CAI.

43. Please explain your system’s capability to generate custom or ad hoc reports.

PeopleFluent® VMS tracks more than 1,800 variables to provide a holistic view of

your contingent staffing organization, including reporting on rates, skill sets, and

position using SAP Business Objects. Reporting detail can be rolled up to a program

level view or limited to State, Agency, or even a user view of the data.

CAI’s Analytics team is available to create reports or assist with the creation of

reports that fit every user’s unique reporting requirements. Reports can be as

simple as a dump of data in a spreadsheet or as complex as charts and graphs. Ad

hoc and custom reports can be created from SAP Business Objects provided with

the VMS or by exporting data from summary pages directly within the VMS.

44. Is ad hoc reporting accomplished using the current data set or are reports run against a reporting database (are reports run against an extract of your database that is updated)? Please describe how often data is updated.

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Reporting is real-time from a reporting database; data does not come from a data

repository of an overnight back up. The data transfer interval is within minutes,

providing real time information.

45. Please provide printed copies of the below reports as they exist in your system Standard Order Summary by Supplier Requisitions Pending Approval

Standard Headcount Executive Management and Strategy Standard Audit Standard Exceptions (Invoice Payment, Process/History/Tracking Cumulative Annual Time by Resource, Skill Set, Supplier, Supplier groups, etc.

We have provided examples of the requested reports as an uploaded document in

Appendix_8_System_Listed_Rpts_CAI.

46. Can the system generate and distribute reports on a set schedule via e-mail, fax, or web reporting?

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Reports can be scheduled to be delivered on a set schedule. Delivery can be done

via e-mail.

47. Can reports be generated to view supplier trends (i.e. spend volume, increases/decreases over time, etc.)?

Yes, reports can be generated to view supplier trends.

48. Does your system enable enterprise-wide reporting for aggregate totals of orders by type over a specified period?

Yes, reporting can be done at an enterprise-wide level with subtotaling done based

on the client’s criteria. Date parameters can be used when generating reports to

allow for data views of a specific time period.

49. Can a report be generated by requisition including line item detail for a specified

period of time?

Yes, reports can be generated providing details of each individual requisition.

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VENDOR MANAGEMENT SYSTEM

50. This RFP requires a system that is accessible by end users through a standard web browser. The application must reside on a secure server. Please describe how your system meets this objective.

PeopleFluent® VMS is web-based software hosted in a world class data center and is

available 24x7 via a supported web browser. No software or hardware will need to

be installed on an end user’s computer as long as a supported web browser is

installed.

51. What is your approach to the application of software technology in a Vendor Management System?

The main function of the PeopleFluent® VMS is to facilitate the workflow of the

entire selection process and management of the program. It is a tool we use to

support the interaction, consultation, and guidance we give as the VMSP. While the

automation provided by the PeopleFluent® VMS is critical to the success of the

program, it is the relationship between the Account Managers and the Hiring

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Managers that is fundamental to success.

The Account Manager is there to ensure the information being entered into the

PeopleFluent® VMS is valid and complete. The old adage of “garbage in, garbage

out” holds true. If quality information is not entered on the requirement, suppliers

can’t provide resources that can truly fill the position. The Account Managers

review the information on the requirement before it is released to the suppliers –

saving the suppliers from wasting their time looking for resources based on an

incomplete or incorrect position description.

Unlike some VMSPs who allow the automated scoring provided by the VMS to

actually select the candidate, our Account Managers use automated scoring as just

one step in the screening process, with the human element validating potential

hires, or offering reasoning for rejection. Automated scoring supports the reason to

call and speak to the resource to conduct in-depth screening, but we don’t use the

scoring to make a final recommendation. Taking a ‘high-touch’ approach to

screening reduces performance issues down the road.

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Reporting is critical to the management of any program providing transparency into

every step in the workflow. A robust reporting system such as the one provided

with the PeopleFluent® VMS is key. What is also critical is having a VMSP who can

interpret the data from the reports as well as create the reports themselves, just as

CAI’s Analytics Team can. Through this reporting, we are able to provide the metrics

that are used to make important decisions regarding the program.

CAI, as your VMSP, has the expertise on how to reap the benefits of the

functionality within the VMS while still providing the hands on support to the users

to make sure all of their needs are met.

52. Describe how you can assure data is secure. Who owns the data?

Client data is stored within a shared database structure which is logically divided

into organizational units. Authentication rules and standards include three layers of

login authentication: unique user ID, password, and unique organization ID.

Passwords are encrypted and stored in the database. The client retains ownership

of its own data.

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In addition, PeopleFluent® restricts access of client data to internal resources, who

directly handle all administration of environment elements whereas access to

unencrypted client data may be gained (database servers, application servers,

internal network devices, etc.). Collocation hosting providers do not have access to

PeopleFluent® systems or client data. Custody of client data is expressly defined

and protected by service contract language and NDAs between PeopleFluent®, its

provider, and the subject client.

PeopleFluent® follows formal policies and procedures including regular backups.

Disaster Recovery datacenters are equipped with the same high level physical and

logical controls for data storage. Private point-to-point connections between

datacenters replicate data on a regular basis. In addition, offsite encrypted backups

provide an additional layer of data redundancy. We manage the availability and

security of your data, relieving the burden from your IT department.

We realize how important security is to our clients, and within PeopleFluent® VMS,

users only have access to view what they have permission to view. The solution

predefines most common security roles. Clients can modify or extend roles as

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needed. Most common roles and experiences include: employee, manager, second

level manager, recruiter, and HR professional. Roles define visibility, read-write,

data, and other access within the solution. With preset roles, these definitions

come prepackaged as part of the solution. The System Configuration role (for which

training is provided) allows access to modify the definition of each role. These

definitions can be broad, e.g., permission to view employee data for a population,

or narrow, e.g., permission to view a specific field within the solution.

PeopleFluent® holds new hire orientation and internal security and policy training

augmented with a comprehensive Employee Handbook, Confidentiality, and

Acceptable Use Policies. Employees sign a confidentiality agreement and are made

aware during orientation of security policies and consequences for violations. The

security organization provides ongoing communications to update employees on

their responsibilities. PeopleFluent® performs pre-placement background checks on

all personnel (including employees and independent contractors) who will be

performing work for the company, including all personnel requiring access to the

owned or leased facilities of the company and/or its vendors, or that require access

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to the company’s and/or its vendors’ or customers’ networks or confidential

information (“Individual” or “Individuals”). Employment/placement with the

company is contingent upon successful completion of a comprehensive background

check that is inclusive of the applicant's past seven years.

53. What is your transition plan at Contract Termination, company reorganization or buy out?

The following plan, Figure 9, summarizes transition activities that can be tailored to

a specific contract to cover the termination or end of a contract. CAI recognizes that

each organization will have its own set of contract requirements that must be

satisfied in the event of a contract termination or corporate change.

TASK

# ACTIVITY TO DOS DATE WHO

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1 Supplier tasks

Advise potential suppliers who

ask to enroll that no new

requirements will be filled via

the program and offer

opportunity to enroll in another

State program. We will also

communicate with existing

suppliers informing them that

CAI is no longer the prime

contract holder and that we will

provide them with further

information in regards to the

new contract as we are able.

CAI –

Ops,

AM

2 Supplier tasks

Remove client.compaid.com

web site and revise VMSP sites

to remove invitation for client

enrollment.

CAI

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3 Supplier tasks

Sub-agreements end with

contract end date. No additional

close out required.

CAI

4 PeopleFluent®

tasks

Make users inactive for client

org ID.

Make vendors inactive in client

org ID.

CAI

5 PeopleFluent®

tasks Stop automated report delivery. CAI

6 Contract tasks Deliver final Quarterly reports.

7 Contract tasks Create final data extract file and

deliver to client.

8 Contract tasks Close-out open requirements.

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9 Resource tasks

Disengage resources ending

3/30 per listing from client.

Communicate disengagement to

vendors holding engagements.

10 Resource tasks

Disengage resources’ ending

date.

Communicate disengagement to

vendors holding engagements.

11 Resource tasks Ensure final timesheets are

approved.

12 Financial tasks Continue Accounts/Receivables

follow-up. CAI

13 Financial tasks

Communicate contract close out

tasks with corporate financial

team members.

Figure 9: Contract Termination Transition Activities

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54. Describe the requisition approval process and explain how users/approvers are alerted of the need to approve/disapprove a requisition.

The VMS has an extensive approval workflow. CAI will tailor the requirement

approval process based on the client’s preference. We can route a requisition

through an approval workflow where designated users within an agency are

required to approve before it can be released to the vendor network, e.g., Hiring

Manager to business approver to financial approver. Approvals can also be

configured based on budget constraints, e.g., any requirement with a budget over

$200K must go to the CIO for approval. The VMS can also be configured to allow for

alternate approvers to allow for backup if the primary approver is unavailable.

Email notifications are sent to each approver alerting them to the need for their

review and approval/rejection of the requirement. Unlike some VMS’s that only

send overnight email notifications, the email notifications from PeopleFluent® VMS

are done in real-time. The emails contain links to the requirement allowing the

approver to go directly to the requirement pages. After a review of the requirement

details, the approver can approve the requirement which routes it to the next

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approver (and triggers an email to that approver); or the approver can reject, which

routes the requirement back to the person who created it, allowing them to correct

any issues and resubmit through the approval process.

55. How will Participating Entities be notified of incoming resumes?

The PeopleFluent® VMS workflow is highly email driven. Email notifications are sent

at each point in the workflow where an action is required by a user. As candidates

are screened by CAI and released for consideration to the PEs via the VMS, they will

be sent an email which contains a link to that particular candidate. The candidate

pages contain all details of the candidate’s qualifications, including the resume.

56. How are resumes short-listed/screened?

Proposal §4.2.3 Candidate Selection

Account Managers review the PeopleFluent® candidate submission and the resume

to determine whether the submission is complete and the candidate’s skills match

the job requisition. Account Manager screening notes are logged in PeopleFluent®

as applicable at this juncture.

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The Account Manager searches PeopleFluent® to determine whether a resource is

currently engaged or has successfully completed past engagements. If a resource

has worked in one of the other state accounts that CAI manages, we also check to

make sure that they are not currently engaged and that previous engagements have

been completed successfully. A resource that is a proven commodity is a helpful

determining factor during the hiring process. The resource brings proven

performance that allows the Hiring Manager to make a more informed decision.

The Account Manager checks a designated email mailbox for the Electronic Right to

Represent (E-RTR) form from the submitted candidate. E-ETR is the electronic

agreement between the resource and CAI which allows CAI the right to present the

candidate for job opportunities. The agreement is also the resource’s commitment

to CAI that the information provided in their resume is accurate and authentic. If

the emailed form has an accurate time stamp, originating from the submitted

candidate’s email address, the Account Manager moves forward with the screening.

If not, the candidate is rejected.

The Account Manager calls the candidate to discuss the candidate’s prior

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experience; ensure the candidate submission details and resume are accurate and

the required skills are met; and to discuss start date, work location, and interview

method. The screening notes are logged into PeopleFluent®. The benefit of a

screening call to a potential resource is that it allows us to assess the resource’s

communication skills, how well they articulate technical information, and how

confident they appear. This is useful information for a Hiring Manager to know

when a requirement might involve significant face-to-face interaction or public

speaking, for example. The more information we are able to provide the better

equipped the Hiring Manager is.

The Account Manager forwards candidates to the Lead State Hiring Manager via

PeopleFluent® and the Lead State Hiring Manager is able to review the candidate’s

resume, and submission and screening notes.

57. Does the system factor in both qualifications and rate as part of the selection criteria?

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Yes, candidates are automatically scored based on responses to skills that are listed

on the requisition. Utilizing the Candidate Comparison feature, users can easily and

effectively compare all candidate qualifications, as well as rates and other criteria,

to make their decision. Candidate Comparison expands candidate screening and

reviews well beyond deployable ratings and composite scores. Candidates are

reviewed side by side initially using the default criteria, and then each reviewer can

then apply their own set of criteria. Available review criteria is based on overall

configuration and can vary based on requisition settings. Candidates can be

compared using individual required/desired skills, composite scores, configured

rates, global skills, previous client employment indicators, screening indicators,

supplier, bill rate, etc.

While the system does factor in both qualifications and rate as part of the selection

criteria, we approach candidate selection using a “hands-on” approach using the

system calculations in combination with a review of the resume and impressions of

the candidate after speaking with them directly.

58. How does your request form accommodate project description, skill narrative, and

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itemized skills covering both IT skills and types of projects worked on?

The PeopleFluent® tool makes creating a requisition easy.

Working with the requisition in PeopleFluent®, the Hiring

Manager chooses a job title from the list of templates,

which include generic skills, pre-filled with specific data

based on what the user enters into the requisition. The

Hiring Manager modifies the generic and pre-filled info as

needed, and specifies the duration of the engagement. If

required, the established hourly rate can be pre-filled

based on geography, labor category, and skill set. The

Hiring Manager also lists the specific skills and the

experience level required for each of those skills. Each

requirement contains specific details for that particular

opportunity.

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59. Can your system incorporate IT job classifications, qualifications, and experience so agencies can request clearly defined IT Professionals?

See Answer 58 above.

60. Describe the process by which your system can add, update, or delete IT job classifications.

Updates to skill sets and technical needs are necessary in the rapidly changing IT

labor market, particularly with emerging technologies. CAI monitors changes to job

titles, descriptions, and rates through these methods:

• Quarterly analysis of labor rates specific to the PE’s location

• Feedback from supplier network on viability of contractual rates

• Additions/modifications to job titles from our other contracts

CAI follows a project plan for changes made to the contractual rates and job titles

identified from the steps above. Once the PE has approved a job classification

change or addition, it is rolled out into the contract. Any new job titles or rate

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changes are configured in the VMS. We would then communicate that change to

the user and supplier communities; if the SAs include rates, we would modify the SA

and have our suppliers sign the modified agreements.

61. How do you determine which suppliers receive solicitations?

The suppliers in the PE’s network are grouped into tiers. Requirements are released

based on that tiering structure. See

Figure 10 for a description of the workflow.

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Figure 10: Tiering the Open Network

In addition to the standard release through tiers, the VMS also allows for release of

a requisition to a specific supplier if allowed by the PE. In this case, only the supplier

noted on the requirement would receive the requirement. Suppliers’ access to

requirements can also be limited, based on job title and/or location. A supplier can

be configured to only receive alerts on requirements for certain job titles or

requirements that are released from particular locations.

62. Assuming that response time starts when the Participating Entity submits a work request to you, what is your standard response time for providing resumes for potential staff to clients for the work requests they submit through your system?

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After reviewing and validating the approved requisition, the Account Manager

releases the requisition to the supplier network. CAI is required to meet a four-day

response SLA in most of our VMSP programs. Although there are similarities across

service provisions, each state has specific requirements to be met and each program

is a tailored solution. As such, CAI will work with and customize the SLA to meet the

needs of the Lead State and PEs. This will be agreed upon and noted in the terms

and conditions for each PE.

63. Describe your communication process, the method used, and the frequency of status updates to your clients regarding your ability/inability to fill positions within the desired timeframe.

The requirement workflow, outlined in Figure 11 below showcases the interaction

between CAI’s Account Management Team and the client. The process has built-in

touch points to ensure both parties are in sync throughout the entire process,

increasing the likelihood for successful results. The touch points occur during

requirement qualification, at the point when candidates are forwarded for

consideration, interview coordination, through the on-boarding of the candidate.

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The communications that occur will consist of automated, system generated,

PeopleFluent® VMS notifications at key intervals throughout the process, as well as

email, phone, and in-person exchanges with the Account Management Team. These

updates will keep the Hiring Manager apprised of CAI’s progress identifying qualified

candidates for each requisition. Once the candidates have been screened and

shortlisted for a requisition, the requirement status will change to “Interviews

Occurring,” notifying the Hiring Manager and supplier network that CAI’s candidate

screening process is complete and the requisition has progressed to the

interviewing stage. The Account Management Team will then contact the Hiring

Manager in person or via email and/or phone to coordinate interviews. From here,

the requisition will proceed through the remaining steps of the process through

completion.

In the rare instance we anticipate we will not be, or have not been, able to provide

qualified candidates for a requisition within the desired timeframe, we will contact

the Hiring Manager promptly to provide notification. From there, the Account

Management Team will initiate the process for determining the root cause, so that

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corrective measures can be taken. Our analysis will determine if the position was

not classified correctly, if the requirement needs to be revised to include additional

or modified content, if there is a mismatch in requested skills, etc. It is at this point

where CAI will often utilize our Solution Architects to provide added value by

assisting to determine the best path forward. Once we quickly identify areas of

improvement, the Account Management Team will communicate suggested courses

of action to the Hiring Manager, the requisition is updated and the position is re-

released to the supplier network. CAI will finish the process by recommending

program enhancements to avoid similar challenges in the future, if the situation

warrants.

Additionally, CAI will report relevant information at a program level on a monthly

and/or quarterly basis where we can provide program updates, discuss identified

trends, and make suggested program enhancements as need.

64. What procedure do you use to address replacement coverage for no shows or cancellations? What provisions are in place to protect the Participating Entity if/when this occurs?

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For instances where candidate interviews do not take place due to candidate no

show or cancellation, we respond by promptly notifying the client. From there, we

work with the supplier to understand the circumstances and reschedule the

interview if requested by the client. If the cancelled interview is the result of the

candidate accepting another position, or the candidate is no longer available, we

communicate with the client to discuss potential options. The client may elect to

proceed by interviewing the remaining candidates from the pool provided, or

request another round of candidates for consideration.

In instances where a candidate does not show up on their scheduled first day, or

backs out of an engagement, the Account Management Team immediately notifies

the Hiring Manager. The Account Manager discusses potential options to determine

if there were other qualified candidates from the candidate pool to consider for

engagement, or if another round of qualified candidates is requested. If additional

candidates are requested, the Account Management Team will send an “Urgent

Request For Additional Candidates” notification to the supplier network to solicit

additional candidates for consideration. In such situations, the requisition is treated

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as a high priority to minimize any potential impacts.

65. How does your system accept and process a time extension of contracted staff?

Our VMSP model includes weekly reports that alert agencies and/or Hiring

Managers to upcoming engagement expirations based both on engagement end

dates and budget limitations. Our Account Managers monitor these reports and

work with the Hiring Managers to extend the engagements if desired. The primary

methods of extending the resource are to extend the resource’s current

engagement to accommodate the new end date and/or budget, allowing the time

entry process to continue or to enter a new requirement for the extension which

would allow for approval of the extension through the established approval

workflow.

66. Please describe your company’s processes for compliance with government worker policies that IT Professionals must also comply with.

CAI follows all requirements of the Department of Labor, Occupational Safety and

Health Organization (OSHA) and Office of Federal Contract Compliance Programs

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(OFCCP) as well as each state’s specific laws. We ensure compliance through several

memberships that make us aware of changes in state laws such as Society of Human

Resource Manager (SHRM), Payroll Providers as well as subscription services that

send compliant materials for posting as necessary.

Any changes that surface through these sources are monitored and evaluated to

determine how or if they apply to each Contingent Labor program. During

scheduled quarterly meetings or status meetings, CAI will apprise the Lead State or

PE stakeholders of these changes and together evaluate impact on the program as

well as the need for program changes.

CAI’s VMSP solution includes the use of e-Verify as one of the standard onboarding

items in Compliance Manager with the VMS. The suppliers have to submit

confirmation from e-Verify within the VMS through Compliance Manager that the

Resource is eligible to work in the U.S. As an example, our contracts with the

Commonwealth of Virginia, North Carolina, and the State of Michigan all require the

use of e-Verify.

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67. Please describe the processes your company follows for suppliers to submit candidates to fulfill work requests.

Suppliers submit their candidates using PeopleFluent®, entering responses to a

standard set of information for the supplier to affirm, such as skills of the candidate

and/or availability. The supplier must note the number of years of experience for

each skill required and whether the candidate “Meets,” “Exceeds,” comes “Close” or

does not meet the requirement.

Suppliers upload candidate resumes using the VMS tool in addition to any other

requested forms or documentation. For example, a Hiring Manager might request a

writing sample in addition to the resume.

Suppliers can save candidate submission information in progress, submitting the

candidate to a PeopleFluent® requisition when ready. In addition, the supplier

ensures that the candidate completes and submits the E-RTR (electronic right to

represent form).

Our most active and successful suppliers closely monitor their email for requirement

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announcements in addition to the weekly email describing the status of

requirements. In most cases, suppliers will respond to the requisition within hours

of its release to the network.

68. Please describe the processes your company follows in approving candidates submitted by suppliers.

Proposal §4.2.3 Candidate Selection

Account Managers review the PeopleFluent® candidate submission and the resume

to determine whether the submission is complete and the candidate’s skills match

the job requisition. Account Manager screening notes are logged in PeopleFluent®

as applicable at this juncture.

The Account Manager searches PeopleFluent® to determine whether a resource is

currently engaged or has successfully completed past engagements. If a resource

has worked in one of the other state accounts that CAI manages, the Account

Manager also checks to make sure that they are not currently engaged and that

previous engagements have been completed successfully. A resource that is a

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proven commodity is a helpful determining factor during the hiring process. The

resource brings proven performance that allows the Hiring Manager to make a more

informed decision.

The Account Manager checks a designated email mailbox for the E-RTR form from

the submitted candidate. E-ETR is the electronic agreement between the resource

and CAI which allows CAI to present the candidate for job opportunities. The

agreement is also the resource’s commitment to CAI that the information provided

in their resume is accurate and authentic. If the emailed form has an accurate time

stamp, originating from the submitted candidate’s email address, the Account

Manager moves forward with the screening. If not, the candidate is rejected.

The Account Manager calls the candidate to discuss the candidate’s prior

experience; ensure the candidate submission details and resume are accurate and

the required skills are met; and to discuss start date, work location, and interview

method. The screening notes are logged into PeopleFluent®. The benefit of a

screening call to a potential resource is that it allows the Account Manager to assess

the resource’s communication skills, how well they articulate technical information,

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and how confident they appear. This is useful information for a Hiring Manager to

know when a requirement might involve significant face-to-face interaction or

public speaking, for example. The more information we are able to provide, the

better equipped the Hiring Manager is to make a confident and informed decision.

69. Is there a different process when requesting hourly assignments versus SOW projects? Please detail both and provide examples.

While the basic workflow is the same – requirement creation > requirement

approval > vendor submittal> select for engagement – the VMS separates these

types of requirements. See the workflow diagrams below which detail both, in

Figure 11 and

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Figure 12.

An example of an hourly assignment is one where a single resource is on-boarded to

augment the staff of the PE. The resource is managed by the PE and is billed based

on hours worked and approved, not the completion of tasks. An example of an

SOW project is one where a team of resources is on-boarded to complete a specific

project or piece of work. The vendor manages the team and billing is done based on

completed and approved deliverables.

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Figure 11: VMSP Requisition Workflow Process

Figure 12: SOW Process

70. Does your company’s vendor management system allow requests for specific individuals or team members?

Under special circumstances, a Hiring Manager may want to name a specific

resource for an individual requisition. On the Requisition Detail page of the

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PeopleFluent® VMS tool a field is available to the Hiring Manager to enter a specific

candidate and supplier name. When a specific resource is named on a requisition,

the Hiring Manager must know the name of the supplier who has the resource. The

requisition is then only released to that particular supplier. This must be an

approved option by the PE.

71. Please describe your company’s methodology for selecting suppliers and

candidates for work requests.

Proposal §4.2.3 Candidate Selection CAI provides a vendor neutral solution. We develop a pool of talented suppliers

from across the country who, having met the minimum subcontracting criteria, will

be added to the supplier pool. In a vendor neutral solution each supplier receives

the work request via the PeopleFluent® VMS. This approach allows each supplier to

provide candidates that they, based on the job description, feel are the best fit for

the role. Figure 11, above, describes the workflow process. As can be seen, the

process remains vendor neutral throughout with the priority being to present the

best resource to the Lead State or PE regardless of where that resource came from.

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72. What is the average and what is the average time for IT Professional deployment. Provide detailed information by position and skill level.

CAI’s average time for contingent IT professional deployment is less than three

weeks. The deployment time is less to do with position or skill level, as our

candidate database of over 20,000 resources covers the identified labor categories,

but rather is reflected by funding availability and the on-boarding process of the

state or organization. Often the longest delay can be the background check process,

particularly for more in depth checks. This can push a hire out several weeks longer

than the average in the worst case scenarios. CAI works to mitigate this by

establishing a pool of cleared candidates in advance so that when a requisition with

a detailed background check is required we can offer candidates that we know are

cleared or clearable, thus reducing the overall time to on-board.

73. Does your system have the ability to send requisitions to all selected suppliers simultaneously, based on job description/code, skill sets, location, etc.?

Yes. CAI provides a vendor neutral supplier network so that the PE receives the best

candidate at best value regardless of where they come from. However, we are able

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to restrict which suppliers receive the requisition based on various criteria such as

job description, skills, location; and minority, veteran, or small businesses.

A supplier can also be configured to only receive alerts for requirements for certain

job titles or requirements that are released from particular locations. This is a

particularly strong feature of the VMS tool because it allows niche suppliers to

provide resources which are within their capabilities only.

74. Does your system have flexible approval hierarchies?

As described in question 54 above, the PeopleFluent® VMS has a flexible approval

configuration for requirements. CAI will tailor the requisition approval process

based on the client’s preference. We can route a requisition through an approval

workflow where designated users within an agency are required to approve before

it can be released to the vendor network, e.g., Hiring Manager to business approver

to financial approver. Approvals can also be configured based on budget

constraints, e.g., any requirement with a budget over $200K must go to the CIO for

approval. The VMS also allows for configuring timesheet and engagement

approvals. The VMS allows for alternate approvers to allow for backup if the

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primary approver is unavailable or manual rerouting when needed.

75. Does your system have the ability for approvers to edit requisitions?

Users are assigned roles and security levels within the VMS which drives the level of

access the user has within the system. CAI will configure a role which will allow

Approvers to edit transactions within the VMS. Users who are not assigned this role

will not have that capability.

76. Does your system have the ability to attach documents to requisitions?

Yes, the PeopleFluent® VMS allows the attachment of documents to requisitions.

Documents attached on the approval page during the approval workflow are not

viewable to the vendors; while documents attached to the requirement on the

attachment page are viewable by all users.

77. Does the system have the ability to create requisitions for selected job description/code based upon IT Professional position title?

Yes, the PeopleFluent® VMS allows creation of requisitions based on job titles.

When creating a requisition, the first step in the VMS workflow is to select the

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position title from the list of contractually available job titles. The Hiring Manager

then enters the details specific to his/her particular opening.

78. Does your system have the ability to create and save templates for future re-use?

Yes, the PeopleFluent® VMS allows for the creation of templates. During the

implementation, job templates are created using a job hierarchy. These templates

can include complete job descriptions, rates, skills, compliance items, distribution,

and approvals workflows. This creates efficiencies so that users can easily and

quickly create a requisition. Requisitions can also be saved as "drafts" in order for

users to create a requisition quickly once they have a need. Additional templates

can be created throughout the life of the contract as needed. Existing requisitions

can also be copied and used as the baseline for a new requisition. By copying the

requisition, the Hiring Manager need only change the specific data points that are

unique to the requisition.

79. Does your system have the ability to auto generate requisition numbers?

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Yes, unique requirements IDs are created for every requisition created in the

system.

80. Does your system generate requisition status update e-mails to all concerned parties?

Yes, the VMS provides an email-driven workflow. Each step within the process can

generate an email notifying various users groups of the changes. Some examples:

• When a requisition is proceeding through the approval workflow, each

approver is sent an email when they need to approve the req.

• When a requisition is released to the vendor network, an email is sent to the

vendors alerting them to the new opening.

• When a candidate is selected and engaged for a position, an email is sent to

the supplier notifying them of the award. In addition, an email is sent to all

suppliers letting them know their resources have been rejected.

• When a timesheet is submitted, the time approver is notified.

Figure 13 is an example of an email notification.

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Figure 13: Sample Email Notification

81. Does your system capture start date and assignment details and manage start logistics?

Yes, the PeopleFluent® VMS captures start dates and assignment details. The Hiring

Manager enters into the requisition estimated or planned start and end dates,

assignment details such as work location and logistics, and the description of the

position and the required skills.

When a Hiring Manager selects a candidate, they notify CAI of the start details via

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the “Request Engagement” functionality, providing details such the actual start and

end date, where the candidate should report, and who they should report to. The

actual start and end dates are entered on the engagement in the VMS.

82. Does your system allow the Hiring Manager to select their preferred supplier?

Under special circumstances, a Hiring Manager may wish to name a specific supplier

for an individual requisition. On the Requisition Detail page, a field is available to

the Hiring Manager to enter a specific supplier name. When a specific supplier is

named on a requisition, the requisition is only released to that particular supplier,

assuming that named supplier is part of the supplier network. This must be an

approved option by the PE.

83. Can Hiring Managers view candidate qualifications and select candidates online after your company’s recommendations have been made?

Yes, Hiring Managers can view all of the candidate details once CAI completes their

screening and forwards them onto the Hiring Manager for consideration. In

addition to the resume, the Hiring Manager can view the skills match of the

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candidates, and the answers to any questions presented on the requisition.

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Using PeoleFluent®, the Agency Hiring Manager can

perform a side-by-side comparison of candidates which

helps decide which candidates to interview. The Hiring

Manager interviews and performs a technical screening of

candidates. In most cases, CAI Account Managers present

the candidates in person, b introducing them to the Hiring

Manager prior to interviews.

Upon selection, the Agency Hiring Manager notifies the

Account Manager of their choice. This can be done

directly in the VMS tool via an engagement request which

will generate an alert to the CAI Account Manager. The

Agency Hiring Manager may also send an email directly to

the Account Manager providing details of the selection.

The Account Manager informs the suppliers of the choice;

this is typically done through email. The Account Manager

coordinates acceptance and start date of the resource.

All screening metrics surrounding the requisition process

are captured within PeopleFluent®.

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84. Does your system/tool have the ability to systematically rate candidates based on skills, bill rates, etc.?

Yes, composite scores are calculated within the VMS for each candidate based on

the responses to the skills listed on the requisition.

85. Does your system have the capability of identifying candidates that were previously considered undesirable?

Yes, the VMS enables CAI to identify undesirable candidates. A candidate will have

a notation in the VMS if he/she previously worked under the contract. All history,

including evaluations and comments specific to a candidate’s performance, is stored

in the VMS and can be viewed if the candidate has been presented for a new

position. The reason for the termination is also noted; and it is possible to flag an

individual as “not to be re-hired.” When these candidates are submitted by

suppliers, this flag would appear on the individual’s information and our Account

Managers would not submit that candidate to the client for consideration. This

information is retained and can be reported upon as part of our status reports.

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86. Does your system have the ability for the supplier and/or Hiring Manager to view the status of the requisition?

Yes, as a requisition goes through the workflow process within the PeopleFluent®

VMS, the status of the requisition and candidates is viewable on the various pages.

The status updates occur automatically as the workflow progresses for each

individual requirement.

87. Does your system automatically notify suppliers of status change?

Yes, the VMS provides an email-driven workflow. Each step within the process can

generate an email notifying various user groups of the changes including the

suppliers. Suppliers are notified when requisitions have opened, when an interview

is occurring for their candidates, and if their candidates have been selected or

rejected.

88. Does your system have the ability to view transaction histories of requisitions?

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Yes, the VMS includes transaction histories. In addition to the data a user can see

on the various pages throughout the VMS, CAI provides analytics through reports

which can report on virtually every field within the VMS including audit trail data

showing the history of transactions on the various pages, such as the name of the

person who made an update and when the update was made.

This history can also be found on most of the pages within the VMS. Some

examples of this audit information are provided in Figure 14, Figure 15, and Figure

16.

Figure 14: Sample Audit Information

Figure 15: Audit Detail

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Figure 16: Approval Audit Information

89. If the cost of a requisition is outside of predefined parameters, does your system have the ability to re-route requisitions through a separate approval hierarchy?

Yes, approvals can be configured based on budget constraints, e.g., any requirement

with a budget over $200K must go to the CIO for approval.

90. Does your system capture confirmation of completed drug screenings from suppliers?

Yes, through the Compliance Manager functionality within the VMS, CAI is able to

capture all onboarding items including completed drug screenings. Compliance

Manager tracks the date of completion of each check and stores the results. If a

candidate fails to pass any of the required onboarding items for a specific

requisition, it is noted within Compliance Manager and the candidate is rejected.

Error! Reference source not found. provides a screen shot of Compliance Manager

tool.

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91. Is online help available to assist a new or infrequent user in the requisitioning process?

Yes, the VMS provides on-line help which provides guidance on the various pages

within the VMS. In addition to the on-line help, users can take advantage of the

“Guide Me” functionality. The PeopleFluent® ‘Guide Me’ functionality is unique in

that it delivers answers to user questions online, immediately, and in two modes:

via User Guides (online) or videos. As the program evolves, the training materials

are updated and made available immediately through this functionality.

92. Can your system track and store resume formats for at least two (2) years?

Yes. Resumes are archived within the VMS. They remain available throughout the

life of the contract.

93. Does your system capture the employment status of each candidate (i.e., W2 employee, subcontract, independent contractor, etc.)?

Yes, the PeopleFluent® VMS captures the employment status of each candidate.

When a supplier submits a candidate against a requirement within the VMS, they

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are required to identify the candidate’s employment status on the Employment Info

page. This includes whether the candidate is W2, a layered subcontractor (and who

the subcontractor is), or 1099 – along with citizenship status.

94. Does your system have the ability to measure IT Professional performance?

Yes, CAI’s model includes the periodic evaluation of contracted resource

performance via the PeopleFluent® VMS. The Evaluation Criteria can include things

such as:

• Candidate/Client Relationship

• Candidate’s Productivity

• Candidate’s Quality of Work

• Candidate’s Technical Capability

• Candidate’s Overall Performance

95. Does your system have the ability to measure supplier performance? If so, provide detailed information as to how supplier performance is measured and specifically

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what is measured.

As detailed in question 38, CAI measures and reports on supplier performance

throughout the life of the contracts. We use reports such as the Vendor Scorecard

(see Figure 17) to illustrate a specific supplier’s performance.

Figure 17: Vendor Scorecard

The performance of a supplier’s candidates is also a reflection on the supplier. If

they don’t do a thorough job vetting their candidates before submitting against a

requisition, it can result in a failed engagement. Within the VMS we can track

supplier performance against the following:

• Candidate submittal response time – are they submitting candidates within

the SLA timeframe?

• Candidate submittal quality – are the candidates meeting the skill

requirements?

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• Candidate interview response – are the candidates agreeing to interviews,

and if so, are they showing up for interviews?

• Candidate false starts – are candidates who are selected for engagement

backing out of the assignment before it starts?

• Candidate attrition – are the candidates leaving before the end of the

engagement?

• Candidate performance removal – are the candidates being terminated

because they cannot perform the required duties?

• Candidate win percentages – how successful are the suppliers?

96. Does your system provide standardized formats for electronic resumes?

Yes, standard resume formats are used for all of our contracts. The resume

templates can be downloaded by our suppliers on each of our contract supplier

portals. If suppliers do not submit their candidates using this standard format, the

candidate will be rejected.

97. Does your system allow resumes to be provided to Hiring Managers without

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reference to the supplier?

Yes, our resume templates have no reference to the supplier who is submitting the

candidate.

As noted in Question 96, this resume format must be used for all candidate

submissions or the candidate will be rejected.

98. Does your system have the ability to view and track the history of the IT Professional while on assignment?

Yes, all history for a resource is available in the VMS throughout the life of the

contract. Data is not archived so we are able to track a candidate’s history

including:

• Each instance that the candidate was submitted and which supplier

submitted the candidate

• Full tenure of the candidate’s engagement from original start date through

all extensions

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• Full tenure of a candidate’s engagements across multiple agencies

• History of any rate changes

• History of any comments entered by CAI or the PE on the candidate’s record

• Visibility into all evaluations completed within the VMS

99. Can your system/tool track and send notifications to managers and suppliers regarding assignments due to expire?

Yes, the VMS provides an email-driven workflow. The VMS can be configured to

send alerts based on various expiration intervals. These alerts allow sufficient time

to make an informed decision on whether a candidate needs to be extended or to

be disengaged. In addition, a calendar is available on each user’s dashboard which

provides alerts to upcoming status changes associated with each individual user’s

requirements and engagements.

100. Can managers extend IT Professional assignments?

Yes, candidates can be extended on their current engagements within the VMS.

During Implementation, CAI will work with the PE to define the process for

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extensions. Is a new PO needed? Do extensions need approved? Can the existing

engagement be extended or is a new requirement needed? These are a few of the

questions that help determine the extension process.

101. Can the system accept time entry feeds from legacy systems?

Yes, the PeopleFluent® VMS can accept time entry feeds from legacy systems. This

requires an integration between the systems. CAI, PeopleFluent®, and the PE will

work together using a traditional SDLC model to design/code and test a solution

that meets the PE’s needs.

North Carolina Department of Transportation provides a time file extracted from

their time entry system to CAI. This file is then loaded into PeopleFluent®,

eliminating the need for dual entry and dual approvals.

102. Does your system/tool have the ability to report and track disputes over payments?

Payments from a PE to CAI or from CAI to a supplier are managed in CAI’s financial

system, not in the VMS. Our Accounts Payables and Accounts Receivables Teams in

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our corporate office will be able to report on payment disputes. In addition, our

suppliers have access to our online Accounts Payable Inquiry system where they can

view the status of payments to their invoices.

103. Can notifications/alerts be sent to specified persons when thresholds are approached, met, or exceeded?

Yes, the VMS provides an email-driven workflow. Various email notifications can be

configured alerting specified users when a candidate is nearing, has reached, or has

exceeded a budget threshold.

In addition to the VMS email alert, CAI uses one of the standard reports we

developed – “PO Limit Audit Report” – to track spend against POs. The report

contains information on the remaining spend for each active PO based on approved

timesheets for an agency (Figure 18).

Figure 18: Sample PO Audit by Line Item

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104. Does your system/tool have the ability to validate and/or establish for each Participating Entity, if required project costing and associate a Project ID or work order with each resource and/or Purchase Order? Is there user customization ability with project costing?

Yes, PeopleFluent® VMS allows for tracking hours and spend based on multiple

projects and/or funding sources. Tracking of multiple funding sources is critical to

ensure spend is allocated to the proper place. Each candidate is assigned to a single

or multiple projects within PeopleFluent®. Each project corresponds to a specific

funding source. When a candidate submits a timesheet or expense report, he/she

identifies the appropriate project and allocates the hours/expenses to the specific

project(s).

105. Does your system offer a Web-based time entry system for your Suppliers? If so, how does it work? What sort of PC and/or Internet access is required in order to use the system?

Yes. The PeopleFluent® VMS includes time entry functionality as part of the

application. Internet access and access to the VMS is all that is needed; nothing

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needs to be loaded onto the computer. The application provides robust time and

expense capture including the ability to track spend to the task level. In addition,

the application can support time applied by hour, day, month, week, year, and unit.

All timesheets and engagement-related expenses are submitted directly into

PeopleFluent® or can be imported from an internal time tracking system. Once

submitted in PeopleFluent®, they must be approved in PeopleFluent® by a

designated PE approver specific to that engagement. The approver will receive

email notification from PeopleFluent® indicating approval is needed. The approver

will then review the details of the timesheet or expense report within PeopleFluent®

and either approve or reject. Rejected items are returned to the submitting

resource who is notified via email of the rejection. The resource may then resubmit

after making the necessary corrections. This process continues until the item is

approved within the PeopleFluent® VMS.

There are no specific PC or internet requirements to access the system. Each user

has a specific, secure login that will provide them access; but in most instances the

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user can access the system from a standard desktop terminal.

106. How does your system handle the ability to retract time approvals? How are such retractions tracked?

It is not uncommon for a timesheet to be approved inadvertently. This most often

occurs in weeks that contain a holiday as the candidate and the time approver

neglect to account for the holiday hours. Once a timesheet is approved, it cannot

be unapproved. However, CAI can make amendments or corrections to the

timesheet. If hours on an approved timesheet need modified, CAI will submit an

amendment in PeopleFluent® VMS. The amendment workflow proceeds in the

same manner as a regular timesheet. The time approver is notified via email that an

amendment is awaiting approval. The approver then approves or rejects the

amendment. The history of all of these transactions is stored within the VMS. See

Figure 19 for a sample timesheet history page.

Figure 19: Timesheet History

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107. The RFP requires separate invoicing by agency and by purchase order number. Please describe how your billing system will accommodate this level of detail.

CAI is able to generate invoices to the specification of each agency within each PE.

The standard process is to produce a single invoice per PO and send that invoice for

payment to the agency noted on the PO. If a PO contains multiple line items to

accommodate multiple funding sources, separate timesheet projects are configured

in the VMS allowing the candidates to enter time against the specific line items

which are then reflected on the invoice.

108. Payment regulations vary state to state. Prompt Payment law may be require to vendors within thirty-five (35) days of an invoice unless a good faith dispute of the invoice is filed. Describe your payment cycle for your suppliers. How do you invoice for the services of your suppliers? How would you accommodate invoices to multiple agencies under this contract?

Our standard Supplier Agreement includes paying subcontractors for approved

services based on the payment terms flowed down from the Master Contract,

whether it is net 30, net 35, net 45, net 60, etc. CAI pays our suppliers regardless of

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our receipt of payment from the client, barring extreme circumstances. Payment is

made via ACH so there is no delay in mailing and processing paper checks. Vendors

can also opt for quicker payment terms for a small fee.

The cash flow cycle is a critical success factor to any VMSP program. If a VMSP is

unable to provide invoices in a format that allows an agency to pay an invoice – or

has to wait to pay a supplier until they receive payment from an agency – that cash

flow can be impacted. This ultimately impacts the ability of a supplier to pay their

candidates which could result in disruption of service if the candidate is no longer

able to continue working without payment. CAI has proven over the past 12 years

that we successfully manage the financial aspects of the VMSP program having

invoiced hundreds of agencies across multiple contracts. See our diagram of our

financial workflow in

Figure 20.

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Figure 20: Financial Workflow

109. Describe how your system handles a single IT Professional working two (2) or more jobs, each with a different rate, within an agency or multiple agencies.

There is no theoretical limitation to the number of engagements a candidate can be

engaged against. If agencies wish to “share” a resource, each agency can submit a

requirement for their position and a single resource can be engaged against each

requirement. The resource can then submit time within the VMS to each

engagement, thus ensuring each agency is billed appropriately.

In addition, a resource may enter time against multiple projects on a single

engagement. There are instances where an agency has to track time against

different assignments a resource is working on. Multiple projects will be set up in

the VMS and the resource will submit time against the appropriate project allowing

for time tracking at the project level.

110. How does your system accommodate hourly, daily and weekly rate submittal and/or fixed price project quotes?

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The NASPO/ValuePoint Multi-State Cooperative contract requires an hourly rate

card, meaning a PE will be invoiced for each approved hour a resource works.

Management and tracking of those hours is done via timesheets within the

VMS. Although time is tracked by hours, timesheets are entered for set timesheet

periods which are determined by configuration. The timesheet periods can be set

by individual engagement, such as monthly, bimonthly, or most typical, weekly. If a

PE has a fixed price quote or a limit on the hours and dollars budgeted for a given

engagement, that budget is tracked within the VMS through budget warning emails

and through budget tracking reports created by CAI.

111. How does your system accommodate rates inclusive and exclusive of expenses?

The PeopleFluent® VMS allows for expense entry. Candidates can only submit

expenses if their specific engagement has been configured to allow for expense

entry. Some contracts may build expenses into the contractual rate card or might

not allow expenses at all. In this case, no candidate will have the ability to submit

expenses. If the rates are not uplifted to include expenses and contract allows for

expense entry, a candidate would submit the expense details (including receipts) in

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the VMS. An approver from the PE would have the authority to approve or reject

the submitted expenses.

112. Describe how your system accommodates scope of work requests and how your company’s system verifies when deliverables are completed and billable.

The PeopleFluent® VMS provides functionality specific to SOW requests as

described in question 69. See the SOW workflow in Figure 21.

Figure 21: SOW Process

The process for approving deliverables in the VMS parallels the workflow of

approving timesheets. When a supplier has completed a deliverable, they submit it

in the VMS. The PE approver is notified via email that a deliverable has been

submitted for approval. The approver reviews the deliverable in VMS and can

approve or reject the deliverable. If the deliverable is approved, it is processed for

invoicing. If it is rejected it is sent back to the supplier for corrections and

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resubmittal.

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CONVERSION AND IMPLEMENTATION SERVICES

113. Describe how the company would handle implementation of the program if awarded a portion of the resulting contract, addressing each item:

1. Explain how your company would handle IT professionals in existing assignments that the Participating Entity wanted to retain (e.g. resource wishes to transition from existing employer to your company, resource does not wish to leave existing employer, etc.). 2. Provide a work plan with a timeline for implementation/transition which addresses all aspects of executing such a program. 3. Provide examples of how your company has executed similar programs, along with the issues faced, lessons learned, pitfalls to avoid, and key success factors.

1). See Proposal § 4.7.1.6 Selecting Resources for Transition.

There are three approaches to transitioning existing contracted resources to a new

VMSP program, and three methods of transitioning.

We propose using one of these approaches to transitioning resources:

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• All resources may be transitioned to the new program - matched to a job

description and rate in the new program - within a distinct period of time,

typically two to four weeks after the go-live.

• Resources may be transitioned to the new program using their current rates

from their current PO. Once the PO expires, a new requisition is created

with a job description and rate from the new program, provided the

position is still needed.

• Or, existing resources may remain on their current PO until it expires. Once

it expires, a new requisition is created with a job description and rate from

the new program, providing the position is still needed.

Once it is determined that existing contracted resource(s) need to be transitioned,

one of the following methods can be employed:

• Requisitions are issued for named resources. This occurs when specific

resources are to be moved to the new program without having their

position open for competition.

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• Requisitions are issued for a specific supplier. This occurs when specific

resources are to be moved to the new program without having the

positions open for competition. This is typically used for suppliers that are

providing project resources that can be switched in and out as needed.

• The requisition is open for competition where all enrolled suppliers can

submit candidates.

2). See Proposal § 4.7.1 Implementation Plan.

CAI has provided a detailed response to Implementation at Question 114, below.

3). See Proposal § 4.7.1.6 Selecting Resources for Transition. CAI has implemented its solution in 10 states, and in each case, we transitioned existing assigned resources to the new contract. Over the past 12 years, we have refined our implementation processes,

incorporating these experiences and success factors:

• The Discovery sessions/meetings are fundamental to making sure that the

VMSP and VMS are set up properly. A key success factor is making sure that

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all stakeholders are present, as various decisions about the program need

to be made at that time.

• VMSP implementation tasks must be followed serially (as opposed to

simultaneously). Many activities are dependent on the completion of

previous tasks. For instance, program details can't be shared with suppliers

and agencies until all of the Discovery session decisions are made. Once the

program details are shared, suppliers may join the network; if there is a

delay in the decision making process, then the entire implementation can

be delayed. PeopleFluent® VMS can be set up rather quickly, but suppliers

need time to enroll (purchase insurance, sign legal agreements, incorporate

for the first time, etc.). A pitfall to avoid is going live with a program where

the VMS tool is set up, but there are only a handful of suppliers enrolled to

handle new requisitions.

• Communication is also critical to a successful implementation. CAI's

communication plan addresses the time of notifications and actions to all of

the involved parties (agencies, suppliers, resources/contractors, etc.). The

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coordination of multiple activities across multiple parties must be

successfully executed and managed in order to implement a new program.

• An issue that can delay the implementation of a new program is a change to

the State's Terms and Conditions. CAI flows down all State Terms and

Conditions to their suppliers via an SA. If those Terms and Conditions are

different than what current suppliers are committed to, it causes a delay in

supplier enrollment while the new Terms and Conditions are vetted,

accounted for, etc.

Over the past 12 years, we have refined our transition processes, incorporating

these experiences and success factors:

• Transitions and new requisitions can only occur if you have the VMS tool set

up properly and suppliers enrolled - which has to do with timing. Almost

every new program holds requisitions until the program goes live and then

releases them at go-live. The VMSP needs to be aware of those requisitions

during the implementation so they have suppliers in the network who are

ready and capable of responding to requisitions, particularly if they are for

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specific technologies.

• We typically see a number of instances of resource “poaching” that takes

place with new VMSP programs. This is when suppliers will attempt to

recruit existing resources to their company for slightly higher pay. Suppliers

that don't maintain good employee relationships are often impacted by this

practice. Neither the VMSP nor the State can restrict this from happening.

It is legal as part of fair employment practices.

• If a large number of transitions need to occur at go-live or shortly

afterwards, the VMSP vendor will need to know and prepare for them

during the implementation. CAI has contingent Account Managers that

assist the designated program Account Managers with an influx of

requisitions. The key to meeting program SLAs is to stay ahead of the curve

and maintain good communication with the agencies regarding their

requirements.

• It is very common for a resource to fulfill multiple roles such as an analyst,

developer, and/or project manager. However, under the VMSP program,

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the resource needs to be classified using the role that they fulfill the

majority of the time. It is common for agencies to pay for a resource based

on what the resource is worth (skill-wise), instead of paying for the skill that

they need. Thus, an architect providing development services should be

paid as a developer and not an architect. We are aware of and look out for

these instances, coaching both agency Hiring Managers and suppliers with

regard to the protocol.

• A common pitfall is for agencies to want to increase rates to reward

resources. To do so, they will classify them in a high category that has a

higher bill rate. This practice is also used to secure a resource through the

transition. This practice sways the competitiveness of the VMSP program

and costs the State more than is necessary. CAI's Account Managers will

identify any cases where this has occurred and will notify the State's

Program Manager. In all cases, the State has the final say as to how to

classify existing resources.

Some of the lessons learned in implementing a new VMSP/VMS program and

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transitioning existing contracted resources to the new program are:

• Webcams and picture identification need to be used for all interviews in

avoid the "bait and switch."

• RTR forms are required to prevent multiple suppliers from submitting the

same candidate. The RTR form is used by candidates to identify the

supplier that represents them.

• CAI's Account Managers review requisitions before they get released to the

supplier network. This ensures that the requisition is complete and

prevents any missed SLAs due to missing information.

• Depending upon a position’s requirements, CAI can utilize a technical

interviewing service to screen candidates for highly technical positions or

for positions which the Hiring Manager may not have the appropriate

background to conduct a technical interview.

Our solution incorporates the following best practices, developed through our

experience over the past 12 years and 10 contracts:

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• Wage-Based Rate Setting Methodology

The largest component of IT labor rate is the wage/salary paid to the

individual. CAI uses salary data from the ERI as a means of determining

baseline costs. ERI is an independent research firm whose algorithms and

data have been in use for the past 30 years; it does not offer consulting

services, i.e., it has no self-directed incentive for modifying its metrics.

Throughout our experience in multiple states, we have found the data to be

extremely accurate for estimating salaries by position description and

geographic location.

The ERI model allows for very specific categories of wage data, appropriate

for the multiple job categories and experience levels defined in this

solicitation. It is updated quarterly which enables CAI to perform quarterly

analysis of the rate card.

ERI data was used to establish wage rates for our pricing proposal for the

relevant regions.

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Another pricing component is the markup that suppliers apply to base

wages. The markup covers all costs and obligations that any employer must

pay prior to calculating a profit. In developing a subcontractor markup for

the contract, we created a formula to cover their costs. For example,

payroll tax costs, employee benefits to comply with the Affordable Care Act,

and costs associate with doing business – like insurance coverage – were

included.

• Supplier Quality

CAI includes specific quality control points in our SAs. These agreements

require the following of all enrolled subcontractors:

� Industry-accepted technical screening

� Limitations on the layering of subcontractors

� Legal employment requirements

� Requirements to audit payroll, if needed

114. Provide an overview of your implementation strategy. Specifically, how would

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you propose to implement a VMS for Participating Entities?

See Proposal § 4.7 VMSP Implementation.

CAI’s implementation strategy is based upon proven VMSP success. Our

methodology will be applicable to all PEs as they on-board. Each implementation is

customized to suit any specific requirements from a PE, but overall our approach

remains consistent.

CAI anticipates an implementation period of five weeks, not including two weeks of

planning and contract finalization. CAI is flexible with its scheduling; however,

there are time constraints related to setting up a supplier network. The plan also

includes transitioning resources and suppliers from Connecticut’s current

12PSX0251 contract.

Below is a summary of key tasks and milestones to be met during the

implementation to ensure we are on track. These activities are incumbent on both

CAI and the PE; and to guarantee success each organization will need to be fully

cooperative and supportive of the tasks to ensure a seamless transition into the

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new contract. The process will include interaction with key stakeholders and

agency representatives.

Our proposed Implementation Project Plan, presented in

Appendix_9_Implementation_Plan_CAI, provides the detailed tasks and key

milestones during the proposed implementation period. Milestone activities and

approximate timing are listed here. The final timing will be firmed up once the final

implementation plan has been approved.

Key Milestone Activity Estimated Time Period

VMSP Implementation Planning

1. Contract Negotiations Planning Week 1

2. PeopleFluent® Planning Planning Week 2

3. Connecticut Kick-off Planning Planning Week 2

4. Implementation Planning & Approval Planning Week 2

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5. Schedule Week 1 (Discovery) Activities Planning Week 2

6. Finalize Implementation Schedule Planning Week 2

VMSP Implementation Execution

1. Discovery Sessions Week 1

2. Supplier Outreach Weeks 1-5

3. Initial Communications/Announcements Week 2

4. Early Transition Activities Week 2

5. Develop CT Information Packets Week 2

6. PeopleFluent® VMS Configuration Weeks 2-4

7. Agency & Supplier Presentations Week 3

8. CT/Supplier Meetings/Transition Week 3

9. Standup Production PeopleFluent® VMS Week 4

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10. CT On-boarding Process Development Week 4

11. Agency PeopleFluent® VMS Training Week 5

12. Supplier PeopleFluent® VMS Training Week 5

13. PeopleFluent® Site Approval Week 5

14. Go-Live! Week 5

§4.7.1.1 VMSP Implementation Planning (3 weeks)

Our plan begins with the notification of award estimated at January 6, 2017. We

have allowed a two-week period for Contract Negotiations and planning. While

planning activities will occur during this timeframe, we will not begin executing the

Implementation Plan until the contract is signed.

Planning activities during the initial two-week contract negotiation period include

planning for the kick-off, PeopleFluent® VMS site, communications, and finalizing

the Implementation Plan for approval. We draft communication items that will be

shared among agency staff in preparation for transition. We draft communication

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items for suppliers that will detail the process for joining CAI’s supplier network

and transitioning current 12PSX0251 resources. We confirm timelines with our

Implementation Plan and manage any changes to circumstances that move the

timeline. We also conduct initial meetings with PeopleFluent® in preparation of

implementation and the initial setup of the VMS.

Upon contract award, CAI will also hire the local Account Manager, to augment the

existing CAI Account Management Team so that they can participate in

Implementation and become acquainted with CAI processes.

We will report status and hold update meetings on a weekly basis throughout

Implementation. The timing, location, and format of those meetings will be

determined during kick-off. We conclude this initial period by conducting the

Discovery meetings.

§4.7.1.2 VMSP Implementation Execution (5 weeks)

We anticipate that the five-week execution will begin on or about January 23,

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2017.

Week 1 Week 1 consists of executing Discovery tasks to understand the PE’s environment.

We discuss the PE’s VMS requirements, approval workflows, on-boarding

requirements, and other pertinent information needed to set up the new VMSP

program and VMS site. Another key part of Discovery will be to review reporting

requirements and identify users who want to create their own reports via

PeopleFluent® VMS.

This week also starts our Supplier Outreach activities. We begin by drafting the

Connecticut-specific Subcontractor Agreement. We identify the suppliers providing

existing contractors who will need to be transitioned to the next contract. We

draft the introductory communications to these suppliers for approval by the PE.

We will implement our Connecticut helpdesk with a specified email address and 1-

800 number for suppliers and candidates to utilize as part of supplier enrollment

and ongoing Contract execution support.

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Week 2 During this week, we will start to configure PeopleFluent® VMS to meet the Lead

State’s VMS requirements, and work with the PE to produce and distribute

communications announcing the new contract to PE agency participants and

suppliers. We will draft and seek approval for the presentations that will be used in

upcoming meetings. We will schedule training and contract overview venues and

sessions for agency and supplier users, and PE administrators.

In addition, our team will work with the PE to define Contract-specific workflow at

the detailed level: background checks, exception processes, approval

requirements, etc. This is primarily process documentation associated with the

new contract; some of it directly impacts the software configuration. We will also

define detailed invoice requirements at this point.

A significant effort will be to draft and gain approval for communications regarding

the transitioning of resources.

Week 3

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Week 3’s primary focus is holding meetings with agency personnel and suppliers to

educate them on the new contract, processes, training opportunities – and for

suppliers – the enrollment process.

Behind the scenes, we are setting up a PeopleFluent® VMS demo site with

Connecticut-specific data so that PE stakeholders can visualize how the VMSP

process is automated. This demo site is used to gain approvals for configurations

that are based on the information gathered during Discovery.

Transition and supplier outreach activities also continue so that a sufficient number

of suppliers are enrolled by Go-Live, and to ensure that 12PSX0251 resource

transitions are planned and executed seamlessly at Go-Live.

Week 4 Week 4 focuses on PeopleFluent® VMS integration and configuration for the end

user in preparation for moving it into the production site. We will develop the

accounting and contracting items, working with the agency to ensure the workflow

and products are understood and ready for use.

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Transitioning of resources continues. Transition activities are finalized with a plan

to bring across transitioning resources to the new program to ensure continuity for

the PE.

We continue developing training for agency and suppliers, and ensure that the

timelines for training and other transition activities have been fully communicated

across all PE staff, the supplier pool, and CAI staff ready for Go-Live. Sign off for

major activities will be completed, such as the production site VMS.

Week 5

This week begins with training for agency and supplier users.

Upon approval of the production PeopleFluent® VMS site, we are ready for Go-

Live. The final VMS configuration will be transferred to the production site for the

live date at the end of the week.

All training and communications will be completed, or near completion. CAI onsite

and support staff will be working with the PE, ready to support users following the

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agreed Go-Live time.

This timeframe allows the PE to decide the most advantageous time for Go-Live,

such as the beginning of the calendar year.

115. Provide an estimated implementation/delivery timetable.

We plan for a two-week implementation planning period, followed by a five-week

execution of implementation for each state.

Details of the tasks and timing by week are provided in Question 114 above, and

Proposal § 4.7. VMSP Implementation.

116. Describe how your organization will assist in the development and planning of strategies for the implementation of the new system.

During the Discovery sessions, we will lead the State through discussions related to

the VMS tool implementation, discussing best practices related to each topic

(shown in Appendix_9_Implementation_Plan_CAI). We will also review the

overall Implementation Plan, the Communications Plan, the Transition Plan, and

the configuration of our VMS tool. We will assist the State with developing

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strategies by reviewing requirements and desired outcomes.

A high-level overview of strategy development for some of these areas are:

• VMS Implementation

Depending on the State objectives, we can configure the PeopleFluent® VMS

with a multitude of functions, such as:

� Supplier Tiering

� Electronic Invoicing and Supporting Reports

� Supplier Metrics

� Customized Service Levels Agreements

� Custom Agency Approval Processes

� Exception Processing

� Customized On-Boarding (eVerify, Background Checks, Drug Testing,

NDA, etc.)

� Configurable Dashboard per User

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� Username Standards based on Client Preference

� User Roles

� Configurable Approval Workflows

� Configurable Emails – both content and recipients

� Unlimited User Defined Fields on Various Pages

� Compliance Manager for on/off boarding

� Configurable Requisition Class (job title) Templates

� Cost Center Lists

� Location Lists

� Client Specific Instructions/Messaging on Various Pages

� Disengagement Reasons

� Citizenship Tracking

� Configurable Evaluations

� Time Entry Requirements (per hour, per day, clock in/clock out, etc.)

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� Guide Me Knowledge Center

� Attachment Types

� User Security (access to data based on role)

Please see the answer to Q 113 above for an overview to the approaches and

methods for transitioning existing contracted resources. We will work with the

Lead State or PE to develop a strategy that will incorporate one or all of the

processes based on the State’s needs and requirements. As we execute our

Implementation Plan we will work with the Lead State or PE to identify any

resources that need to be transitioned. Once identified, we will work with the Lead

State or PE to determine a transition approach. From a strategy standpoint, we

identify the ‘must have’ resources and focus on retaining their services with the

Lead State or PE. For the ‘must have’ resources, CAI provides an outreach to their

employers to confirm their intent to join CAI’s supplier network. If they decline,

then CAI works with the Lead State or PE and the resource to find a participating

supplier or to potentially have the resource self-incorporate.

CAI’s communication strategy is inherent in our Communication Plan which we

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customized for each client during Implementation.

Some additional strategies that CAI uses to ensure that each State’s program is

successful include:

• Provide a local on-site team of Account Managers.

• Review all requisitions prior to being released to the supplier network to

ensure completeness and accuracy of information.

• Utilize PeopleFluent® scoring and an independent Technical Screening

company (when required) to ensure that candidates are technically

competent.

• Utilize E-Verify and webcam interviews to authenticate candidate identities.

• Suppliers aren’t allowed to submit candidates that are already engaged in the

program.

• Track and flag bad performing suppliers and resources.

• Require suppliers to pay resources in a timely manner.

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• Pay suppliers without receiving payment from the State.

• Provide an open supplier network.

• Require Lead State or PE approvals for all timesheets to assist with invoice

accuracy.

• Provide customized reporting.

117. What consulting services are included during system implementation? Demonstrate through documented experiences and/or client references successful use of these services.

Our Implementation Team will be dedicated to the Lead State’s implementation,

and any successive implementations that follow. They have successfully

implemented 10 state VMSP contracts, resulting in thousands of resources and

hundreds of incumbent vendors transitioned. Our approach to implementation is

based upon lessons learned and the proficiency we’ve gained over the last 12 years

providing VMSP services to state organizations.

Our Implementation Team will begin to work with stakeholders during the planning

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phase to develop the final Implementation Plan and prepare for kickoff. Our

Director of Transition Services Mike Park – acting as Transition Manager – will lead

the transition effort, but stakeholders will work closely with the entire team to:

• Finalize the rate card

• Determine and implement Connecticut’s functionality, processes, approval

chains, requisition templates, and job descriptions

• Provide training to Lead State agency users and suppliers on the

PeopleFluent® VMS tool

• Transition suppliers and existing resources

Mike Park will lead our Implementation Team. He has 19 years of experience as a

Transition Manager and served as Implementation Manager for nine of CAI’s VMSP

implementations. His experience and knowledge will be a critical addition to the

initial success of the program, and will ensure that transition from the incumbent

to CAI will be seamless.

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• Our VMSP Director, Ellen Sigl

• Our VMSP Operations Manager, Linda Leiby

• The local Account Team, who will be brought on-board before or during

Implementation

Other select members of our VMSP Operations staff will participate in

requirements determination, tool configuration, documentation, and training.

118. What are the critical components of a VMS implementation? Summarize the roles of the Contractor and using entity staff during the implementation process.

The critical components of a VMS implementation are as follows:

• Identify the VMSP Program and VMS requirements during Discovery Sessions

with State stakeholders

• Identify transition resources and the associated timeframes

• Identify suppliers providing resources that need to be transitioned

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• Configure the VMS tool to meet State and VMSP contractual requirements

• Provide Contract/Program overview sessions to suppliers and State

agencies

• Provide a Supplier Outreach Program

• Post Supplier Enrollment Criteria to a dedicated State VMSP website

• Enroll suppliers into CAI’s supplier network

• Provide Agency and supplier training for the VMS tool

• Implement a local staff of Account Managers to work with agencies,

resources, and suppliers

• Effectively and efficiently communicate with all VMSP Program participants

• Transition resources from old contract/programs to the new VMSP Program

• Implement SLAs and Reporting Metrics that provide program insight and

information; specifically data that corresponds with the State’s Program

requirements

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A summary of the roles are as follows:

• Transition Manager

Leads Implementation by executing plan. Works closely with clients,

suppliers, and incumbent Resources to assure a smooth implementation.

• VMSP Director

Provides executive direction. SME on contingent labor industry and trends.

Responsible for all deliverables and SLAs. Leads Quarterly Meetings.

• VMSP Operations Manager

Oversees all VMS and VMSP Operations functions, including Help Desk,

Training, and Reporting. PeopleFluent® VMS Expert.

• Account Manager(s)

Works closely with Program Managers through requisition process. Assists

subcontractors by mentoring/coaching. Screens candidates and provides

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other Account Management support.

• CAI Operations Support Team

This is the backend operations team, providing call support to agency and

supplier users, analytics and reporting, supplier network support,

engagement support, and timesheet tracking.

• State Staff

During Implementation, these are typically the stakeholders of the new

VMSP Program, but this team may include agency ‘super users’ and select

administrators who are process experts.

• Resources

These are the engaged Resources in the VMSP Program that provide

services to the State.

• Suppliers

These are the employers of the engaged resources and other potential

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suppliers who have joined the CAI VMSP supplier network by fulfilling the

basic requirements and signing the SA.

• PeopleFluent®

PeopleFluent® staff are available throughout the Implementation to support

CAI. They assist with any issues we might uncover and provide any

necessary integration support for existing PE applications.

119. Describe how the problems that arise during the implementation process will be identified and solved.

Our Implementation Team will be working closely with Lead State stakeholders

during Implementation. We will hold weekly status meetings and prepare weekly

status reports that will include issues. CAI will maintain an issue log and include

data from that in these reports.

We have an established issue escalation path. We escalate unusual issues to the

State at the discretion of the CAI Executive Account Manager and CAI Executive

Sponsor. Figure 22 shows the escalation path for each type of issue.

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AGENT TASK/RESOLUTION NOTIFICATION

SOFTWARE ISSUES

1 VMSP Help

Desk

Provide explanation on the

phone or by email. Verbally or via email.

2

VMSP

Operations

Manager

Review issue, explain

resolution to Help Desk.

Normally verbally; via

print if updating process

documentation.

3

PeopleFluent®

VMS Help

Desk

Research/resolve issue,

explain to Operations Manager. Email and/or telephone.

AGENCY ISSUES

1 CAI Account

Manager




Verbally or via email.

2 VMSP

Operations




attachments.

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Manager

3

CAI Executive

Account

Manager



managers at other accounts

for advice on similar issues.


possibly including

meeting in person;

additional updates to

process documentation,

if changes occur.

4 CAI Executive

Sponsor


possibly including Executive

sponsors.

Personal meeting with

Lead State or PE

stakeholders.

VENDOR ISSUES

1 VMSP Help

Desk

Provide explanation by phone,


Verbally or in print via


2 CAI Account

Manager





documentation.

3 CAI Executive Research issue and discuss Via email and/or

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Account

Manager

with vendor, if appropriate. telephone.

4 CAI Executive

Sponsor


with vendor if necessary.

Via email and/or

telephone.

Figure 22: Issue Escalation Plan

120. Provide a comprehensive plan including the timeline showing how you will transition all existing staffing suppliers into the new vendor management model.

Please refer to Appendix_10_Detailed_Supplier_Outreach_CAI.

Figure 23: Supplier Outreach Tasks

121. Provide a transition plan for incorporating and continuing current projects and staff.

CAI will work with the State to determine a specific transition timeline plan that

eliminates any potential for disruption for service with current Resources. We

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have experience tailoring these plans whether for a specific cut-over date for all

Resources or a gradual ramp-up tailored to match individual contract end dates.

We have been able to successfully transition Resources under a new contract in

each of our implementations.

We work with the Resource’s employers and the agencies to properly categorize

the positions, which is the key to transitioning Resources. We can, if the Lead State

or PE prefers, transition the incumbent engagements at the current or better rates,

rather than trying to ‘fit’ them into the new contract’s rate card. Our Account

Managers will then work with the Lead State or PE to place the individual(s) in the

appropriate job classification under the contract. We will present this to the

subcontractor for agreement, and then open a transition requisition for the

“named” Resource. We make it easy for existing suppliers to join the network; and

transitioning their Resources is a quick process. We communicate frequently and

fully with the State, suppliers, and engaged Resources to diminish any disruptions

and, as a result, we have a high retention rate which we measure through the

attrition SLA, i.e., attrition is low.

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For vendors who do not wish to participate in the contract, we will resubmit

requisitions to the supplier network. Based on experience, we will be able to meet

all contract SLAs to replace incumbent Resources whose employers elect not to

participate.

Please refer to Appendix_11_Detailed_Transition_Plan_CAI.

Figure 24: Detailed Transition Tasks

122. Detail your companies experience including number of times you have integrated your Vendor Management System with People Soft.

PeopleFluent® has a great deal of experience integrating with industry standard

vendors such as PeopleSoft. More than 10% of our integrations are with

PeopleSoft, and we currently service hundreds of clients on this platform. Our

experienced team of Functional Consultants and Integration Developers will work

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with your organization to define best practices and integration workflows, along

with testing and sign off to ensure your Go-Live success.

123. Describe the pros and cons of integration and any increases to timelines for implementation and costs.

PeopleFluent® holds a scoping call and provides a formal Statement of Work (SOW)

prior to contract signing. That SOW outlines your specific needs along with

proposed timelines, cost, and recommendations. Our goal is to minimize time and

effort to ensure a timely project Go-Live. Mindful of best practices and experience,

we will recommend the best fit path for integration based on your unique

requirements. Standard integrations can be done during the implementation

phase and in most cases is what is commonly requested by end clients. If any

custom integration is required, we may need to extend the implementation

timeframe to account for the time and effort to build unique interfaces.

Based on our experience, the specific pros and cons of interfacing with PeopleSoft

are:

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Pros

• Integration with PeopleSoft can streamline data entry, especially if the VMSP

Program is large, invoices are detailed, or if invoices are not aggregated by

cost center.

• Most interfaces are technically just extracts of data from CAI that occur

weekly. Thus, they don’t typically require a great deal of automation, error

checking, or security as files are often just loaded to a SFTP site.

Cons

• Interfaces can be costly to design, test, implement, and maintain. A change in

one system typically requires changes to a crosswalk file or the other system

of record.

• Integration adds ongoing maintenance costs to the engagement.

• Often security protocols are such that the solution has to be developed

around permissible data ports and authentication requirements.

• Most interfaces require various types of record actions (update, new, delete,

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etc.) which add complexity to the overall integration.

124. Please describe your company’s process (implementation plan, timeframes, services available (at no charge), etc.) to expand IT Professional services (add positions).

Our model is scalable and flexible, changing as the State’s objectives change. New

job titles can be added as the State’s technology needs evolve. Updates to skill sets

and technical needs are necessary in the rapidly changing IT labor market,

particularly with emerging technologies. CAI monitors changes to job titles,

descriptions, and rates through these methods:

• Quarterly analysis of labor rates specific to the local area in comparison to

contractual rates

• Feedback from supplier network on viability of contractual rates

• Additions/Modifications to job titles from our other contracts

We present these findings in our Quarterly Report and Quarterly Performance

Reviews. In each of the quarterly meetings we will report on potential changes in

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the IT workforce that may be of value. The IT labor market changes quickly and we

are often recommending the adoption of new labor categories to efficiently

facilitate the purchase of those services.

For example, when State government started to adopt standards that required that

citizen-facing services be adapted to mobile applications, we responded with the

addition of mobile development labor categories. Once the categories were

developed and added to the program, the local suppliers had a profile and rate to

start sourcing candidates, and the State agencies were able to purchase those

services through the program. Over time we added mid-level titles and brought

the rates down to match the maturity of the technologies in the marketplace.

Reviewing Trends in the Contingent Labor Industry. In recent years many

contingent labor programs have grown from traditional staff augmentation to

processes that facilitate SOWs or the procurement of project teams through the

VMSP programs. Over time we have added SOW programs to three of our state

programs; we can discuss how these options might best be adapted to the Lead

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State or PE’s needs.

CAI’s Account Management Team also works with the PE to identify and

understand the emerging technologies and plan for new labor categories that will

be reflective of this. We provide as much information as we can from type of

technology, to certifications required, through to understanding of labor rates so

that the PE is prepared.

Participation in National Organizations. CAI stays apprised of changes in IT, but

we also monitor changes in the contingent labor industry. These changes may

include advice for tracking and handling independent contractors, co-employment

protection, or reporting for the Affordable Care Act.

Both our program and our VMS are flexible and scalable to implement changes.

Additional job titles, changes to rates based on market conditions, new data points

via custom fields, etc., are just a few examples of how the VMS can be configured

throughout the life of the program. Our satellite staff in our Harrisburg, PA, office

can add support to the on-site team as needed.

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125. The Proposer must include a draft of the proposed Project Implementation Plan. The Project Implementation Plan may be at a High level presented in a project tool format with tasks, timeline, deliverables, and milestones. Microsoft Project is the preferred format.

Our MS-Project formatted Implementation Plan is presented as

Appendix_9_Implementation_Plan_CAI.

126. Explain any third party Contractor relationships utilized during implementation.

The only third party contracted with for implementation is PeopleFluent®.

127. Is there a major release of the proposed system planned that may impact the implementation schedule? If so, explain the impact.

No. We have no knowledge of a major upgrade to PeopleFluent® that would

influence the timing of this implementation.

128. Identify the estimated implementation duration for the VMS program:

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We estimate the entire duration for implementation of our VMS program to be

eight weeks, depending upon the information provided with the RFP.

129. How many VMS programs has the Proposer implemented in the last three years?

CAI has implemented two state VMS programs in the last three years (North

Carolina and Michigan), and is about to implement our solution in the District of

Columbia.

130. Provide a detailed training pan for all users including customer end users, suppliers, and contract employees, including the methods used (instructor led,

distance learning, “train the trainer”, CBE, online tutorial, etc.), locations, and frequency of offerings. Identify the standard training and any customized training that is available to reflect individual department or institution needs, and include any limitations such as class sizes, locations and time limits.

CAI has extensive experience providing training on the PeopleFluent® VMS and our

approach to providing VMSP services. Training for program staff focuses on a

number of key topics so that the user community is able to use the features of our

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program. Our approach to presenting these topics can be tailored to program staff

requirements and availability. We can present topics sequentially in one session

covering the entire workflow, or as individual sessions for users who want to focus

on a particular point in the workflow or have time restrictions. During the program

kick-off meeting, we will establish the number of required users and develop a plan

that suits the overall goal of the client, with flexibility being key. While training

new users is a major focus during implementation, these training sessions are

made available throughout the life of the contract.

• PeopleFluent® Navigation – All users are trained on how to navigate through

the pages in PeopleFluent®.

• Creating a Requirement – Hiring Managers who submit task orders are trained

on the process of creating a requirement within PeopleFluent®.

• Approving a Requirement – Approvers who have approval/rejection authority

of submitted requirements are trained on the process of reviewing and

approving/rejecting a requirement within PeopleFluent®.

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• Selecting Candidates – Hiring Managers are trained on the processes the CAI

Account Managers follow to select the candidates forwarded on for

consideration as well as the processes they follow to review and select a

candidate for engagements within PeopleFluent®.

• Approving Expenses – Hiring Managers who have authorized expense

reimbursement on their task orders are trained on the process of reviewing/

approving/rejecting expenses within PeopleFluent®.

• Approving Timesheets – Time approvers are trained on the process of

reviewing/approving/rejecting timesheets within PeopleFluent®.

• Evaluating a Candidate – Hiring Managers with engaged Resources are trained

on the process of evaluating the engaged candidate within PeopleFluent®.

• Reporting – All users have the opportunity to learn how to run and/or create

their own reports within PeopleFluent®.

To accommodate the schedules of all personnel, several methods of training

delivery are offered:

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� can be done on-site or CAI facilities, if available

• Citrix GoTo, or similar, training real-time webinars


� quarterly reviews highlighting new processes or PeopleFluent®

functionality




� houses contract documentation including training guides and training

videos

� has decision support functionality to guide users to specific results

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The PeopleFluent® ‘Guide Me’ functionality is unique in that it delivers answers to

user questions online, immediately, and in two modes: via User Guides (online) or

videos. As the program evolves, the training materials are updated and made

available immediately through this functionality.

131. What methods of training are available with your proposed implementation (Examples: onsite instructor, self-paced, recorded webinars/videos and distance

learning)?

To accommodate the schedules of the Lead State or PE and supplier personnel,

several methods of training delivery are offered:




� can be done on-site or CAI facilities

• Citrix GoTo, or similar, training real-time webinars

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� quarterly reviews highlighting new processes or PeopleFluent®

functionality




� houses contract documentation including training guides and training

videos

132. During post implementation, will self-paced, online training curriculums/materials be available to support new employees?

Yes, PeopleFluent® Guide Me houses the on-line training which includes access to

training guides and training videos specific to the processes utilized by the PE users

within the VMS.

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133. The proposal must include the ability for Application administrator level users to have direct contact with level 2 or higher support post implementation. Does your company's proposal include this ability?

Yes, users will have access to support following implementation at Tier 2 level

within CAI. Figure 25 shows the communication method and our escalation path

for support. Our proposal allows this level of communication to encourage the PE’s

understanding of the product.

Agent Task/Resolution Notification

Software Issues

1 VMSP Help Desk Provide explanation on the

phone or by email. Verbally or via email.

2 VMSP Operations

Manager

Review issue, explain resolution

to Help Desk.



documentation.

3 PeopleFluent®

VMS Help Desk

Research/resolve issue, explain

to Operations Manager. Email and/or telephone.

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Agency Issues

1 CAI Account

Manager




Verbally or via email.

2 VMSP Operations

Manager




attachments.

3 CAI Account

Manager



managers on other accounts for

advice on similar issues.


possibly including meeting

in person; additional

updates to process

documentation, if changes

occur.

4 CAI Executive

Sponsor/ Director


possibly including Executive

sponsors.

Personal meeting with

stakeholders.

SUPPLIER Issues

1 VMSP Help Desk Provide explanation by phone, Verbally or in print via

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email, fax, or U.S. mail. email, fax, or U.S. mail.

2 CAI Account

Manager





documentation.

3 CAI Account

Manager

Research issue and discuss with

vendor, if appropriate.

Via email and/or

telephone.

4 CAI Executive

Sponsor/ Director


with vendor if necessary.

Via email and/or

telephone.

Figure 25: Administrator Communication Process

134. What is your average pay rate mark up for the rates supplied in the "On Site Hourly Rates" Worksheet, Columns D/E?

16%

135. What is the average retention period for resources?

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CAI’s average retention rate is greater than 93%. Fewer than 7% of the thousands

of resources we have placed under our contracts have resigned before completion

of assignment.

136. What is the average time to placement?

CAI is not held to any placement timeliness SLAs in our programs, but our average

time to fill is approximately 3.5 weeks.

137. What is the average number of candidates before a successful placement?

CAI is held to a Round 1 Fill Rate SLA within each of our existing VMSP contracts.

Under this SLA, a candidate must be engaged from the first Round of 3-5

candidates forwarded to a Hiring Manager for consideration. We have met this SLA

an average of more than 95% of the time across all of our contracts.

138. Explain your company's approach to determination of resources from your company vs. subcontractors vs. other.

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By design, CAI’s standard vendor neutral screening process is geared toward

providing the best, most qualified candidates expeditiously to meet and exceed our

clients’ expectations. For all competitive requisitions, CAI reviews and screens

candidates submitted against each requisition using the same process flow,

referenced throughout our proposal, regardless of the source through which the

candidate has been presented.

Any candidates presented by CAI directly will be submitted in the PeopleFluent®

VMS, considered and processed in the same fashion as candidates coming from

participating suppliers. This approach maintains process consistency and

compliance, vendor neutrality, and ensures that only the best available resources

are presented to the client for consideration.

139. Explain your company's approach to Participating Entity staff resource needs for management or SME staff throughout the duration of the contract.

A large, open supplier network provides far-reaching access to an expansive

candidate base consisting of technologically diverse IT professionals who possess

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experience at all levels across the technology spectrum.

A key benefit to having an open supplier network model lies in the ability to add

new suppliers at any time, dictated by the needs of the business. This approach

not only ensures sufficient coverage across prevalent, core skillsets, but also

enables the opportunity to enroll suppliers who excel in providing niche, SME, or

management related resources.

As stated in Section 4.5.2.1 of our proposal, niche vendors provide rare or difficult

skill sets as well as other types of recruitment activity such as executive search.

Having vendors with experience in more specific technologies helps augment the

vendor pool and ensures that the Lead State and PEs will always be supported

regardless of what type of requirements they have.

140. Explain how your company manages competing requests for resources.

As an IT organization, CAI understands the importance of having all essential

personnel see projects through to completion. Therefore, CAI’s approach for

managing competing resource requests remains consistent across our programs.

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Resources that are actively engaged for our clients are not considered for new

engagements until their current engagement has reached successful completion.

Furthermore, candidates that are forwarded to our clients for a requisition are not

considered for concurrent requisitions within the program until the candidate has

completed the candidate selection process. By limiting the candidates to one

requisition at a time, we ensure we are not over-committing the candidates to

multiple opportunities, which can negatively impact availability for other

requisitions for which they have been forwarded.

141. List your company's most recent Product milestones.

PeopleFluent® VMS includes Business Intelligence, a complete reporting system

utilizing the most recent version of Business Objects 4.1. This was a recent major

release for our VMS product. There are more than 120 standard reports included

with the system and the included license allows the client (or VMSP) to create

custom reports as necessary. There are standard reports available for tracking and

validating payments. Depending upon the configuration of the system you can

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easily forecast payments based on contingent worker bill rate and expected end

date. Manager dashboards indicate current spend levels based on this data.

Clients receive unlimited licenses to modify or create new reports as needed.

The integration of the VMS to PeopleFluent®’s unique Mirror platform also

constitutes a milestone for our product. The Mirror is a social collaboration

platform which utilizes our Integration Platform as a Service (iPaaS) technology to

provide a single sign-on to multiple applications (PeopleFluent® or third party

software). This unique platform can serve as an intranet base for clients to push

communications by business function and allow one-on-one and or group

collaboration for all of their users. Using Social text as the base, the client has

complete control of content.

142. What are the top three (3) selling points of the proposed solution?

CAI has three distinct selling points that ensure our solution will be a success. Our

unique selling points include experience and capability, our Account Management

Team, and the PeopleFluent® VMS tool. In combining these key attributes, CAI

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places itself above the competition.

CAI’s experience and capability as an organization with more than 35 years of

staffing experience means we are one of the country’s oldest and leading staffing

firms. We have resources that stretch nationwide which means we can staff any

requirements regardless of location. Being a nationwide organization also means

that we have the supplier relationships to support us across all the regions, not just

specific ones, which is emphasized on our proposal response. We bring a supplier

pool of more than 45 suppliers who have committed to CAI even before award.

These suppliers represent the best small and disadvantaged suppliers in the

country, and we are adding more daily. These suppliers also have existing

relationships with CAI; we have helped them generate revenue and utilized their

capability over many years. As discussed throughout our proposal response, CAI

working with the Commonwealth of Pennsylvania developed the VMSP staffing

model in 2004. Since that point in time, CAI has been the prime vendor on 10

managed service contracts, and we currently maintain seven VMSPs. This is

current, relevant experience and knowledge of States and Commonwealths that

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other vendors cannot bring. This reduces risk. We understand those States and

Commonwealths better than any other vendor and so we are in prime position to

maintain them going forward. These relationships also provide the proof points for

other PEs that should they on-board into the NASPO program, they know a VMSP

can be a successful solution to help them reduce costs and increase efficiency.

Secondly, but of equal importance, is the long term experience of our Account

Management Teams. Simply put, the CAI staff that implemented the first VMSP

program with the Commonwealth of Pennsylvania are still employees with CAI,

more than 12 years later. This not only assures the Lead State and NASPO that CAI

is a conscientious and committed employer and supports its staff, but also that CAI

has retained the experience and knowledge of multiple VMSP implementations

within the organization. We have not lost experience to other VMSP providers

either. The significance of this cannot be underestimated. We have been able to

retain the lessons learned, the knowledge, and the relationships that those

individuals hold. This means that when faced with particular challenges or other

distinct scenarios, our team will likely have faced those challenges before and will

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be able to respond/react more quickly and efficiently. It means that we have a

repository of data, documents, and other artifacts that can help us work around an

adverse situation and provide the customer with the assurance that the issue can

be resolved because we have seen it before.

The third key component of our solution is the PeopleFluent® VMS tool, or more

importantly, our relationship with PeopleFluent®. CAI has worked with

PeopleFluent® for many years. We have been part of their process contributing

feedback into the development of their tool as well as having significant user

experience ourselves. We see the VMS tool as only one component of our

solution; enhanced by the capability and experience of our Account Management

Team and the resources and stability of our company, they form a solid, tried and

proven solution, devoid of risk. PeopleFluent® is unrivalled with respect to its

ability to deliver a comprehensive, integrated talent management solution that

spans Full Time, Contingent, SOW, Outsourced Services, and Interns as well as

Talent Management and comprehensive Workforce Analytics.

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PeopleFluent® differentiators:

• Total Talent Management Platform offers integrated Talent Acquisition,

Talent Management, and Workforce Analytics

• Offers real-time reporting (two-minute refresh)

• Offers industry-leading analytics via the Business Intelligence Platform

• Candidate Compare provides a weighted scorecard of candidate rankings

• Compliance Manager

• Admin Portal allows clients to make configuration changes to the VMS

without filling out change requests or engaging the VMS Help Desk

• PeopleFluent® does not outsource development, implementation, or support

• Easy-to-understand and easy-to-use so you can expect high levels of adoption

and compliance

• Decision Support guides Hiring Managers through the requisition process

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Narrowing our best attributes down to three selling points, we would include:

• Ease of Use – Ranked 5 out of 5 by Forrester, ease of use contributes to higher

program adoption by Hiring Managers

• Compliance Manager – One of the most robust compliance management

modules within the industry which allows clients to control all aspects of on-

boarding and off-boarding contract personnel and mitigate the risk of using

contingent workers

• Experience within State Government – PeopleFluent®’s VMS is in use by more

state governments than any other VMS

143. What are the top two (2) development features scheduled for the next major release of the solution?

Our next major release is in November, and will build on our robust feature set

with innovations such as:

• Mobile Time Entry

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• Enhanced Business Intelligence Scorecard Reporting

144. What are the top two (2) new features released to the proposed solution in the last 2 years?

PeopleFluent® VMS has led the industry with innovative additions to our robust

Enterprise solution. One of these many changes was to Timesheet processing to

ensure maximum workflow automation and user performance. Other major

additions include enhancements to our Business Intelligence tool, which drives

decision making, and allows your organization’s management to easily adapt to the

ever changing market.

145. What is the average development lead time needed to introduce new Services and upgraded features?

PeopleFluent® implements rolling updates to ensure clients have the latest

innovations. Features are typically turned off by default, and each release includes

Release Notes and other guides around usage.

Our Customer Community allows clients a unique Enhancement Request process,

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along with communication forums to drive requests for new features or upgrades.

However, PeopleFluent® does not provide lead time for their feature development

process.

146. Has the proposed solution gone through a third party security analysis of security roles and permissions, source code, program functions, files or database tables? Provide the dates and summary of the analysis.

Yes. The PeopleFluent® solution participates in third party security analysis

including SSAE 16 analysis annually. Client administrators [CA1] manage user roles

and permissions. PeopleFluent® utilizes Veracode for DAST and SAST scanning

prior to each release. Network vulnerability scans are also performed with each

release. Analysis may be provided later in the sales cycle.

147. Explain how your company's development team uses automated testing tools as part the development process and how each client environment is replicated for testing.

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Quality Assurance is built into the Agile process and definition of test cases (and

direct involvement of quality engineers) is part of the “scrum process.” The

following quality measures are in place for all releases:

• “Story cards” serve as a foundation for test plans that simulate real-world

product usage.

• Quality engineers run tests throughout the development process.

• Source code practices prevent engineering check-in of code that includes

errors that would “break the build.”

• Test automation is in place to run in parallel to testing conducted by quality

engineers.

• A “code freeze” date is established in advance of release after which new

elements are not introduced into source code unless approved through an

escalated override procedure.

148. What are your company's standard support hours?

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CAI will provide service during normal business hours of the PE. We currently have

teams in multiple time zones, supporting clients based on the client’s schedule.

We also provide off hours support for emergency requests.

149. What is the level and experience of your company's user support staff?

The CAI team which will implement, manage, and maintain the PE’s VMSP service is

a highly experienced group of IT, staffing, and support professionals. Many have

been involved in the VMSP practice since its inception with the company. All are

ROIs in CAI’s VMSP methodology as well as the PeopleFluent® VMS. The average

number of years of experience is 6.75.

150. Provide an attached example of the proposed Service Level Agreement (SLA) with your company's response.

An example SLA has been uploaded: Appendix_13_Example_SLA_CAI.

151. If your company fails to meet the terms of the SLA, what compensation methods are available?

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CAI proposes the following compensation methods for our VMSP program. The

penalty fee will be commensurate to the fee’s and revenue of the VMSP. This

compensation structure is following two initial reviews calling for remedial action

to the service provided:

• 1% rebate on previous month revenue following third review with below

threshold scores

• 3% rebate on previous month revenue following fourth review with below

threshold scores

152. Provide your company's proposed calculation for failed SLA terms.

Contractor, by itself or through its subcontractors, will meet or exceed the service

levels detailed in the tables above. In the event contractor or its subcontractors

fail to meet the service levels, Contractor agrees to the following remedies:

• A discussion will take place between Contractor representatives and the State

Program Manager. Contractor will be given a warning and a plan will be

developed to improve on the problem areas within 30 days.

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• If a second review occurs in which the Contractor fails to meet the service

levels the Contractor will be placed on Probation, and Contractor will be given

two review periods to improve its overall service score. If a third review with

below-threshold score occurs within the two-month probationary period, the

Contractor will be required to give a one percent (1%) rebate on the month’s

revenue back to the State. If a fourth below-threshold score occurs within the

next three months, Contractor will be required to provide a three percent

(3%) rebate on the month’s revenue back to the State, and the Contract may

be terminated for cause by the State.

• Contractor agrees to identify and calculate all credits due for outages,

performance failures, or failure to meet any service level. All service levels

will be computed on the basis detailed in the tables above. Contractor will

ensure that all credits due the State are provided automatically without

requiring the State to submit a claim or request, and are clearly identified on

the credit note to which they are posted (including specifically identifying on

the credit note the failure to which the service credit applies). Service credits

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will be issued no later than 60 days after such failure to meet a service level

occurs. The SLAs will be reviewed quarterly by the State and the Contractor

to identify any issues that may need immediate attention. Contractor will be

allowed a 60-day grace period during the implementation phase of the

Contract to ramp up services, without scoring on any of the performance

metrics in the SLAs. Contractor will begin measuring the service levels

immediately after completion of implementation and migration, beginning

with the next calendar quarter, or 60 days thereafter, whichever is longer.

153. How extensive is your knowledge of the regulations affecting the security of information within my industry?

CAI’s and PeopleFluent®’s experienced team of Business Analysts monitor industry

sources for changing regulations. We develop our tools to be highly configurable

to accommodate virtually any business or regulatory need in any industry. We

have a wide selection of clients including government, healthcare, and retail; and

can provide best practices in the configuration of your systems to ensure

compliance. CAI is very familiar with specific industry standards that apply across

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all industries and help provide security of information.

Our experience includes ISO/IEC 27000 Information Security Management Systems

(ISMS) as well as the Federal Information Security Management Act (FISMA)

developed by NIST for providing security standards and guidelines such as FIPS199.

This experience and capability provides us with extensive knowledge in ensuring

data and information integrity for our clients.

154. What is your evaluation process when developing an IT Professional workforce plan?

The evaluation process is a key step of rolling out our contingent IT professional

workforce plan. Under CAI’s approach, we describe evaluation as ‘Discovery’. This

is the time following contract agreement when we work to understand what the

requirements of the state are, and more importantly the challenges they are facing.

This allows us to customize our solution to meet those challenges and deficiencies

in the current process. The first week of our implementation process is dedicated

to Discovery tasks to understand the State’s PE’s environment. We discuss the

Lead State or PE’s VMS requirements, approval workflows, on-boarding

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requirements, and other pertinent information needed to set up the new VMSP

program and VMS site. Another key part of Discovery will be to review reporting

requirements and identify users who want to create their own reports via

PeopleFluent® VMS.

155. How do you customize solutions for individual customers?

CAI’s VMSP programs are fully customized for each customer. We do not roll-out

one-size fits all solutions. In each instance the CAI team works with the customer

to understand their specific needs, why the solution is required, what they are

looking to address in terms of current challenges, and what they want to achieve

with the newly implemented solution.

CAI’s Account Management Team addresses each component of the solution to

ensure it meets the customer needs. This will include the use of small-, women-

and minority-owned business; service levels and performance metrics; reporting

requirements; number of suppliers; technologies the customer utilizes; transition

of current resources; implementation schedules; PeopleFluent® VMS and interface;

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user training and education; terms and conditions; and rate card development and

budget planning. Each item is unique to the customer and therefore requires a

unique understanding and a system that responds according to the needs of the

customer. Once we have gathered all the pertinent information, CAI proposes an

implementation plan that captures all the requirements and ensures they are

rolled out under the new solution. Even though we have significant experience as

a VMSP, each implementation retains unique qualities that are addressed.

156. What is the average Return on Investment (ROI) of your customers? How do you measure it?

CAI protects the financial data of each our customers. It is CAI policy not to share

client specific information. However, on average CAI client start to see a ROI at

around the six- or seven-month mark. This is six or seven months following

implementation and transition of resources to CAI’s VMSP program.

157. Do you use any proprietary software or technology? If not, do you have a preferred technology?

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No, CAI does not use proprietary software or technology. PeopleFluent® is CAI’s

VMS of choice. Through the VMS, the PE has complete transparency into every

step in the workflow, from candidate selection to time entry. The internet-based

VMS manages compliance during pre-engagement, onboarding, and off-boarding

processes, thus promoting consistency and adherence to process. The VMS serves

the role of facilitating each step in our workflow.

Once configured the VMS functionality is utilized to:

• Create requirements that allow Hiring Managers to detail the specifics of their

open position

• Submit, screen, and select candidates using the automated scoring and side-

by-side comparisons

• Submit and approve timesheets that allow time entry to specific funding

sources

• Evaluate the performance of resources at scheduled intervals during their

engagements

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• Report metrics on all aspects of the program through real-time reporting

CAI and PeopleFluent® have created a repeatable process we deploy to all our

clients, resulting in a high value customer partnership. A strong advantage of CAI’s

solution is our use of PeopleFluent® and our expertise with this VMS tool. Other

VMSPs may use PeopleFluent® VMS, but can’t match CAI’s expertise with

configuration, support, and reporting.

PeopleFluent® VMS stands above other vendor management systems. High-level

functionalities include:

• Highly configurable, highly accessible, and highly reliable

• Easy to use

• Real-time reporting

• Non-proprietary

• Deployed in more states than any other VMS

• Secure and scalable architecture

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• Reinvests almost 30% of its revenue back into product development,

considerably more than their competitors

• Recognized by key industry analysts as being a highly sustainable provider

PeopleFluent® Awards & Honors

158. Is it required that my company use your proprietary/preferred software?

CAI is proposing the use of PeopleFluent® VMS software. This is a solution that we

are intimately familiar with and have implemented on multiple occasions. While

CAI can implement other vendor software, CAI’s experience with the market

leaders’ software ensures that we can guarantee a successful implementation and

that we have the lessons learned and knowledge to support our solution over the

contract period of performance.

159. What are the advantages of using your software as opposed to internal systems or another provider’s technology?

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Many of the larger staffing firms have developed their own ‘home-grown’ VMS tool

to automate processes. While the up-front cost may seem lower, the

disadvantages of proprietary VMS tools create hidden costs; they may lack the

flexibility to configure to each agency’s specific processes; they may require costly

modifications if your processes change; they may not be as robust or secure as

non-proprietary VMS tools. The advantages of non-proprietary VMS’ are that they

provide almost infinitely configurable functions as they are designed to

accommodate any client’s needs. Because they serve so many mission-critical

operations, they will be more robust and secure. Best of breed are offered as a

SaaS, hosted in highly secured 24x7x365 facilities with tested backup/restore

facilities with well over 50 customer references.

In addition, the vendor providing the VMSP should be well-versed in using and

supporting clients in their use of the VMS tool. In looking at what other vendors

provide, the client must ask what systems that vendor has implemented, do they

offer their own help desk, or must they rely on the publishers of the VMS? Does

the VMSP offer training on the tool themselves or are they reliant on the VMS tool

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provider? Through working with a single VMS tool provider, CAI has established

answers to those concerns so that we come into the engagement with minimal

risk.

Outcomes You Can Expect

• The State will have more control over the data

• Complete visibility into the entire procurement lifecycle

• The VMSP uses metrics to continually evaluate and optimize the process

• Robust reporting functionality with minimal limitations

• Training to support basic functions AND, for your power users, reporting

PeopleFluent® VMS helps organizations effectively and efficiently manage their

temporary workforce including contingent and consultative labor. By focusing on

improving operational efficiencies, cost controls, and compliance for staff

augmentation and project-based/SOW/Services procurement, the solution enables

companies to successfully deliver results and leverage the temporary workforce as

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a strategic component of the overall human capital management strategy. The use

of BusinessObjects as its reporting tool provides multiple methods of access to

real-time metrics. While other VMS applications do nightly backups of data to a

reporting database, reports from BusinessObjects in PeopleFluent® allows for ad

hoc and scheduled reporting against up-to-the-minute data which can be exported

to MS-Excel, .pdf, and .csv files.

Key Benefits

• Human capital alignment with corporate objectives

• Visibility for all stakeholders

• Compliance and risk mitigation (SOX, IR35, etc.)

• Cost savings and avoidance

• Rate rationalization and management

• Supplier optimization and management

• Rapid and accurate distribution of requisitions

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• Real time metrics reporting

It is available 24x7, hosted in world class SAS70 Type II Certified data center. End

users access the application via the internet using a variety of web browsers. This

internet interface is the only required software; it does not utilize plug-ins or

applets on the local devices. We have used this software for over eight years, with

great success. We are providing this tool as part of our VMSP service.

The VMS tool serves to automate all administrative processes, manage workflow of

events, and deliver notifications to interested parties for actions such as approvals.

CAI’s VMSP Help Desk personnel are highly experienced in PeopleFluent®. CAI has

invested in developing hundreds of reports for our clients’ advanced reporting of

data. Our solution is irrespective of a particular VMS tool, yet CAI’s vast experience

with PeopleFluent® saves time and money for all parties.

CAI is not a value-added reseller of PeopleFluent®; we are trusted partners, and we

have relied on our partnership with PeopleFluent® for more than eight years during

our support of State governments as a VMSP.

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PeopleFluent®’s ease of use, configurability, and functionality set it apart from its

competitors; it far exceeds the functionality and performance of home-grown VMS

tools.

160. Does your software need to be licensed on an ongoing basis?

No licensing is required for use of the PeopleFluent® VMS.

161. If this relationship comes to an end, is the technology transferable to another MSP?

Yes. The PeopleFluent® solution is a cloud-based application that is accessed via a

web portal by the end user. CAI does not own the application. Should the VMSP

need to be transferred to a new vendor, the PeopleFluent® application can be

administered and managed by any new vendor. Users would continue to log in as

normal and experience no changes or downtime.

162. Do you offer an emergency line to call in case of network problems that occur outside your normal hours of operation? If so, do you charge an additional fee for

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emergency services?

As part of our approach, CAI provides our customers with alternatives means of

contacting our Account Management Team. This is through the provision of cell

phones and tablet devices so that Lead State and PEs always have a means of

contact. There is no charge associated with this approach.

163. Do you have any partnerships you can leverage to ensure support services if your staff is unavailable?

As a nationwide organization, CAI is in a strong position to support our customers

without the need for engaging ‘cover’ through a third party. Taking this approach

adds costs and risk. The third party supporting CAI does not know the state or

understand its requirements and the relationships with our suppliers well enough

to be an effective resource. With a nationwide team, CAI staff can access all

relevant information on each state, address the issues, and work within the

parameters defining the relationship. This means that our service remains

consistent and effective regardless of whether a state is facing disruptive

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circumstances for whatever reason.

164. Can you create a timeline of steps involved in the development and implementation of an IT Professional workforce plan for my company?

CAI has provided significant detail in how we develop and roll-out our VMSP

program in response to Questions 114 to 133.

In support of those questions proposal section 4.7 VMSP Implementation provides

full details. The attachment Appendix_9_Implementation_Plan_CAI provides our

comprehensive step-by-step methodology to VMSP implementation.

165. Have you ever encountered setbacks in the implementation of an IT Professional workforce program? What were they and how did you solve them?

CAI experienced implementation delays while implementing their VMSP solution

for the state of Ohio. The delays were from the State not being able to get their

contract communications approved in a timely manner. The communications were

related to the training announcements and contract overview sessions that CAI

provides to both state agencies and potential suppliers. We were able to adjust

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their implementation schedule to account for the delay. The impact was a five-day

push of the implementation schedule. CAI structures their implementation plan

with predecessor dependencies so that impacts from delays can be easily

conveyed.

While implementing the VMSP solution for state of North Carolina, CAI

encountered substantial delays. Originally, the State made multiple awards, one to

CAI to function as the VMSP and multiple awards to individual suppliers to provide

services. The awards to the suppliers were protested and ultimately were revoked.

As a result, CAI had to stay their Implementation several weeks until the State

could revert back to their previous supplier contact vehicle. Once the supplier

network was re-established, CAI with able to successfully complete their

implementation. The overall delay was approximately four weeks.

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166.

Provide the number of all: • Software bugs discovered in the last 12 months after code was released for user testing by severity (Critical, High, Medium, Low) •Number of Minor Releases

Severity: Critical _10___

High _12___ Medium _9____ Low _______

Volume: Number of Minor

Releases: _25___

167. 168.

Provide the number of: • Software bugs discovered in the last 2 Years after code released for user testing by severity (Critical, High, Medium, Low) • Major releases in the last 3 years (New Functionality)

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Severity: Critical __1_____ High _______ Medium _2______ Low _______

Volume: Number of Major Releases: __12___

169. Describe how your company manages and secures PII or other information that is regulated and/or restricted (i.e. SSN, Birth Dates, Driver’s Licenses, Passport data, etc.)

The Information Security Program is governed by a cross-functional Executive

Information Security Committee through which policies and standards are

approved, distributed, and enforced throughout the organization. The Security

Policy addresses roles and responsibilities, data handling, personnel security,

security training, physical security, change control, application security, network

security, system/host security, incident management, and auditing. Security

policies are reviewed annually to assess their effectiveness and relevance to the

latest standards and best practices in the area of information security.

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Roles define visibility, read-write, data, and other access within the solution. With

pre-set roles, these definitions come prepackaged as part of the solution. The

System Configuration role (for which training is provided) allows access to modify

the definition of each role. These definitions can be broad, e.g., permission to view

employee data for a population; or narrow, e.g., permission to view a specific field

within the solution. This is especially important for sensitive data such as SSN,

DOB, and license numbers.

170. Describe your company’s notification in the event of a breach with respect to regulated and/or restricted data. Who gets notified and when. Do they indemnify any individuals in the system who were impacted (i.e. Credit and Fraud protection)?

The PeopleFluent® Security Incident Handling Procedure is a document guideline

which governs the internal Computer Incident Response Team (CSIRT) team as it

works to identify, assess, respond, and recover from the issue. These procedures

include incident categorization and response steps to help ensure proper actions

are taken by investigative resources (quarantine, forensics, data gathering ,

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communications, reporting) as the incident is being remediated. The escalation

policy is based upon the scope and nature of the incident. Severity 1 incidents,

which include any data incidents where there is a reasonable suspicion of

unauthorized disclosure, require immediate notification and escalation to the

executive leadership team. In the event of a data breach, clients would be notified

by phone within 24 hours after validation and confirmation of the full scope of a

data breach. Credit and fraud are not applicable, as PCI data storage is prohibited.

171. Describe how your company’s VMS is hosted and the location of the data. Is that data maintained in the CONUS?

PeopleFluent®’s datacenters are managed by CenturyLink. We manage a private

cloud of PeopleFluent®-owned servers stored in a private locked cage within the

datacenter. Intrusion detection sensors and firewalls are monitored 24/7. “High”

alert traffic remediation is processed, and the PeopleFluent® Security Team is

notified for further instruction on course of action. Operation Teams monitor all

systems for virus infections and daily signature file updates are maintained. Pager,

e-mail, and custom monitoring solutions are in place to notify Operations of any

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exceptions. Network traffic to and from the PeopleFluent® network is continually

monitored via an existing enterprise-wide monitoring system. This monitoring

allows tuning and optimization to maximize network performance and availability.

In the case of a denial of service or other network-based attack, security and

network engineers act quickly to control and minimize any impact to the network

and services.

U.S.-based client data is stored within the continental U.S. Our primary data center

is in Atlanta, GA, with a Disaster Recovery site in Waltham, MA. Both sites are ISO-

27001 and PCI-DSS certified.

172. Describe how your company’s solution manages its security and access. Each Participating Entity would operate independently, therefore, each would need to have their own secure area. Is this also accessible by an Administrator or Contract Manager, or both?

Each PE would have its own secure Region or Domain within the PeopleFluent®

VMS. Access would be strictly limited to authorized users only. User access and

security is configured through role-based security within the VMS to present data

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and follow workflows based on the role of each user. Users can have an enterprise

level view of data, meaning they can see metrics for the entire program; users can

have an agency level view of data, meaning they can see metrics for their agency;

or users can have a user level view of data, meaning they can only see metrics for

their requirements, candidates, timesheets, etc.

Access to the system is granted through username/password combination or

through Single Sign On via SAML 2.0 token. Role-based security is managed by

CAI’s administrators through the Administration Portal within the application, and

includes password complexity settings. Authorized session validation is defined for

every page access request.

173. The Contractor shall demonstrate a high level of quality control standards and service. The Proposer is required to describe its quality standards and guarantees of service, background check processes and other quality assurance processes, and its response to resources that are not performing to quality standards.

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CAI’s VMSP practice has quality standards and guarantees of service built in to all

phases of our programs, from program inception, quarterly reviews, and day-to-

day workflow to periodic performance reviews and satisfaction surveys. As an IT

organization, we understand the importance of having quality data direct our

decisions and process creation to ensure our program offerings continually possess

the level of quality our clients have come to expect.

At the program inception stage, we use a proven source of wage data (ERI),

coupled with our own methodologies, to build rate cards that can provide the

candidate quality our clients depend on for delivering quality work.

At the program level, we facilitate quarterly meetings to initiate in-depth

discussions about program health, best practices, and suggestions to improve

program quality. CAI also holds quarterly supplier meetings aimed at sharing

industry and VMSP program best practice information, along with mentoring, to

ensure the suppliers possess the tools they need to be successful. As the suppliers

become stronger, the competition among the firms increases, resulting in higher

quality candidates for our clients. CAI also has proprietary survey applications we

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use to solicit feedback from clients at various levels including contract oversight,

procurement, Hiring Manager, etc., to track program quality and areas of

enhancement. We are also able to conduct supplier surveys to capture similar

information from the supplier network, keeping quality and continuous process

enhancement at the forefront of our VMSP practice.

Additionally, our supplier SAs build in quality assurance processes to further

strengthen our programs by highlighting each supplier’s candidate vetting

obligations, along with stressing the importance of ensuring the information being

presented in candidate resumes and PeopleFluent® submissions is accurate and

reflective of the candidate’s professional experience. This is augmented by the

supplier dashboard which shows the performance of each supplier and how well

they are delivering against requirements and the imposed performance metrics.

This allows us to maintain a high level of quality and identify struggling suppliers

early on so we can take mitigating actions to help them.

CAI’s approach for requirements release through the start of a candidate

engagement is permeated with quality measures to ensure successful outcomes.

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From reviewing each requirement for accuracy with Hiring Managers prior to

releasing requirements; the thorough phone screens we conduct with candidates

to determine which candidates possess the technical and communication skills

needed for assignments; the webcam interviews our Account Management Teams

facilitate to validate candidate identities; to the performance evaluations

conducted at various stages of each engagement; CAI’s ability to administer

programs that deliver quality is unmatched in the industry.

Having the aforementioned tools and processes in place gives our experienced

Account Management Teams the confidence needed to produce quality results on

a daily basis, across all of our programs. In fact, CAI feels so strongly about our

ability to provide quality results across the board, that we provide a 10-day

warranty guarantee on each engagement. If our clients do not feel satisfied with

the resource placed for an engagement, we will remove the resource and will not

bill the client for hours work during the 10-day warranty period.


accurately, CAI utilizes the Compliance Manager functionality within PeopleFluent®

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to track the completion of tasks within the application. Compliance Manager

tracks the date of completion of each check and stores the background check

results. If a candidate fails to pass any of the required background checks for a

specific requisition, it is noted within Compliance Manager and the candidate is

rejected. For engaged Resources actively working against a requisition, compliance

items including background checks are performed again prior to the documented

expiration dates. If an engaged Resource now fails to pass the background check or

CAI becomes aware at any time of security issues surrounding the Resource, they

are disengaged and removed from the state’s facility. See proposal section 4.2.3.2. Background Checks.

174. The Contractor shall develop and maintain a customized web based system exclusively for use by PE’s using this Contract. The web based system shall be available with the below required functionality. Please note your solutions’ current capabilities on the following website/solution features:

YES X NO ⃝ Current Capability

Electronically viewable Position Titles, descriptions, experience levels and

appropriate rates.

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A fillable SOW template that allows for electronic submission to Contractor and

internal approvers.


The fillable SOW populates the Position Title Position Titles, descriptions,

experience levels and Contractor rates.


SOW submission allows for PE hierarchical review and approval.


Email notification of pending SOW submissions by requestor, reviewer, and

approver.


Email notification of confirmation of Contractor’s receipt of SOW.


Email notification of status and action level of pending/approved SOW.


Email notification to PE when Contractor submits documents in response to a

request.

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Contractor can electronically send the PE resumes and/or PE can electronically

view/receive same.


Contractor feedback capability.


Reporting functionality at all user levels, including all user access administrator

reporting capability.


Website has links or electronic versions of Contractor’s SLAs, escalation policy and

emergency contact information, procedure; contact information.


Website has links or electronic versions of the Contract and approved changes.

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Provide the proposed Service Level for each category:

Level Response time Goal:

Assignment Goal:

Status Reporting Goal:

Resolution Goal:

Minor

Cosmetic or Low impact error in a limited process with a workaround available.

Within 32

business hours.

Within 32

business hours.

The Issue will be

researched and

Resolution or action

plan will be

communicated

within ninety (90)

days of notification.

The Issue will be

researched and

resolution or action

plan will be

communicated

within 90 days of

notification.

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Assignment Goal:


Resolution Goal:

Major

Multiple users are impacted. Where an alternative method may be available the method could involve many individuals.

Within 16

business hours.

Within 16

business hours.

The Issue will be

researched and

Resolution or action

plan will be

communicated

within 24 business

hours.

The Issue will be

researched and

resolution or action

plan will be

communicated

within 24 business

hours.

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Assignment Goal:


Resolution Goal:

High

Performance has degraded or specific functions are not operating correctly. There is not a workaround.

Within four

business hours.

Within four

business hours.

A Resolution or

action plan will be

communicated

within 12 business

hours.

Work will start

immediately upon

acknowledgement

and will continue

until a resolution or

agreed to action

plan is in place.

Critical The system is inoperable or is substantially not

Within one hour. Within one

hour.

Status will be

communicated

every hour, unless

the parties agree

Work will start

immediately upon

acknowledgement

and will continue

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Assignment Goal:


Resolution Goal:

working. otherwise. until a resolution is

in place.

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Provide your company's service performance results for the past 2 years for each reference provided:

Level Client Reference Name

Number of Incidents

% met Response time Goals

Average days to Resolution

Longest days to Resolution

Number unresolved

Minor Cosmetic or Low impact error in a limited process with a workaround available.

State of Delaware 13 100% 19.5 85 0

State of New Jersey 13 100% 13.2 60 0

Commonwealth of

Virginia 14 100% 15.6 60 0

State of Iowa 12 100% 14.1 60 0

State of North Carolina 15 100% 18.4 85 0

Major Multiple users are impacted. Where an alternative method

State of Delaware 3 100% 2 2 0

State of New Jersey 3 100% 2 2 0

Commonwealth of

Virginia 3 100% 2 2 0

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Number of Incidents




Number unresolved

may be available the method could involve many individuals.

State of Iowa 4 100% 2 2 0

State of North Carolina 3 100% 2 2 0

High Performance has degraded or specific functions are not

operating correctly. There is not a workaround.

State of Delaware 1 100% Less than 1

day

Less than 1

day 0

State of New Jersey 1 100% Less than 1

day

Less than 1

day 0

Commonwealth of

Virginia 1 100%

Less than 1

day

Less than 1

day 0

State of Iowa 1 100% Less than 1

day

Less than 1

day 0

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Number of Incidents




Number unresolved

State of North Carolina 1 100% Less than 1

day

Less than 1

day 0

Critical The system is inoperable or is substantially not working.

State of Delaware 2 100% Less than 1

day

Less than 1

day 0

State of New Jersey 2 100% Less than 1

day

Less than 1

day

0

Commonwealth of

Virginia

2 100% Less than 1

day

Less than 1

day

0

State of Iowa 2 100% Less than 1

day

Less than 1

day

0

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Number of Incidents




Number unresolved

State of North Carolina 2 100% Less than 1

day

Less than 1

day

0

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Web-Based Applications

Accessibility Compliance Evaluation Template

Criteria Compliant? (Yes / No)

Exceptions to Standard

(a) A text equivalent for every non-text element shall be provided (e.g.,

via "alt", "longdesc", or in element content). Yes

(b) Equivalent alternatives for any multimedia presentation shall be synchronized with the presentation. Yes

(c) Web pages shall be designed so that all information conveyed with color is also available without color, for example from context or markup. Yes

(d) Documents shall be organized so they are readable without requiring an associated style sheet. Yes

(e) Redundant text links shall be provided for each active region of a server-side image map. Yes

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(f) Client-side image maps shall be provided instead of server-side image maps except where the regions cannot be defined with an available geometric shape. Yes

(g) Row and column headers shall be identified for data tables. Yes

(h) Markup shall be used to associate data cells and header cells for data tables that have two or more logical levels of row or column headers. Yes

(i) Frames shall be titled with text that facilitates frame identification and navigation Yes

(j) Pages shall be designed to avoid causing the screen to flicker with a frequency greater than 2 Hz and lower than 55 Hz. Yes

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(k) A text-only page, with equivalent information or functionality, shall be provided to make a web site comply with the provisions of this part, when compliance cannot be accomplished in any other way. The content of the text-only page shall be updated whenever the primary page changes. Yes

(l) When pages utilize scripting languages to display content, or to create interface elements, the information provided by the script shall be identified with functional text that can be read by Assistive Technology. Yes

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(m) When a web page requires that an applet, plug-in or other application be present on the client system to interpret page content, the page must provide a link to a plug-in or applet that complies with §1194.21(a) through (l). Yes

(n) When electronic forms are designed to be completed on-line, the form shall allow people using Assistive Technology to access the information, field elements, and functionality required for completion and submission of the form, including all directions and cues. Yes

(o) A method shall be provided that permits users to skip repetitive navigation links. Yes

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(p) When a timed response is required, the user shall be alerted and

given sufficient time to indicate more time is required. Yes

The above shall be interpreted as: Paragraphs (a) through (k) of this section as consistent with the following priority 1 Checkpoints of the Web Content Accessibility Guidelines 1.0 (WCAG 1.0) (May 5 1999) published by the Web Accessibility Initiative of the World Wide Web Consortium: Paragraph (a) - 1.1, (b) - 1.4, (c) - 2.1, (d) - 6.1, (e) - 1.2, (f) - 9.1, (g) - 5.1, (h) - 5.2, (i) - 12.1, (j) - 7.1, (k) - 11.4.

Functional Performance Criteria




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(a) At least one mode of operation and information retrieval that does not require user vision shall be provided, or support for Assistive Technology used by people who are blind or visually impaired shall be provided.

Yes

(b) At least one mode of operation and information retrieval that does not require visual acuity greater than 20/70 shall be provided in audio and enlarged print output working together or independently, or

support for Assistive Technology used by people who are visually impaired shall be provided.

Yes

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(c) At least one mode of operation and information retrieval that does not require user hearing shall be provided, or support for Assistive Technology used by people who are deaf or hard of hearing shall be provided

Yes

(d) Where audio information is important for the use of a product, at least one mode of operation and information retrieval shall be provided in an enhanced auditory fashion, or support for assistive hearing devices

shall be provided.

Yes

(e) At least one mode of operation and information retrieval that does

not require user speech shall be provided, or support for Assistive Technology used by people with disabilities shall be provided.

Yes

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(f) At least one mode of operation and information retrieval that does not require fine motor control or simultaneous actions and that is operable with limited reach and strength shall be provided.

Yes

Information, Documentation, and Support Criteria




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Information, Documentation, and Support Criteria




(a) Product support documentation provided to end-users shall be made available in alternate formats upon request, at no additional charge.

Yes

(b) End-users shall have access to a description of the accessibility and compatibility features of products in alternate formats or alternate methods upon request, at no additional charge.

Yes

(c) Support services for products shall accommodate the communication needs of end-users with disabilities.

Yes