COMMERCIAL ENTERPRISE OMNIBUS Support Services

1. COMMERCIAL ENTERPRISE OMNIBUSSupport Services Welcome to the 2008 Mid-Term Brief for the ES and SE domains. Welcome to the 2008 Mid-Term Brief for the ES and SE domains.

2. Mid-Year Review 2009 ~Agenda~

3. Mid-Year Review 2009 ~Welcome Address~ BGEN Michael Brogan Commander, Marine Corps Systems Command

4. Mid-Year Review 2009 ~Agenda~

6. CEOss 2009 Overview New CAC Requirements Staff Introductions New Vendor Welcome Performance Overview General Information & Reminders What�s New in CEOss Coming Soon� Work Forecasts

7. CEOss 2009 Overview ~New CAC Requirements~ Ms. Susan Jones Security Manager, Marine Corps Systems Command

8. Many new faces. Stop by ACSS to meet any of our team members the next time you are in our offices, if you are interested. They are back at the office keeping the operation running for us! Of note is that we have a new Contracting Officer, Ms. Vicki Whiteman (point her out if she is there). She is replacing Anita Norris, who is moving on to the MTVR program that is currently part of GTES but will be migrating to the JPEO in the future.Many new faces. Stop by ACSS to meet any of our team members the next time you are in our offices, if you are interested. They are back at the office keeping the operation running for us! Of note is that we have a new Contracting Officer, Ms. Vicki Whiteman (point her out if she is there). She is replacing Anita Norris, who is moving on to the MTVR program that is currently part of GTES but will be migrating to the JPEO in the future.

9. CEOss 2009 Overview ~Welcome New 2009 Primes~ Thomas Associates � ALA Flatter & Associates � BA CACI � ES TAIC - SE

11.  CEOss 2009 Overview ~Performance Overview~ Overall CEOss Performance Metrics Domain specific Performance Metrics Individual Vendor Performance Metrics

12. CEOss 2009 Overview ~Overall CEOss Performance Metrics~

13. CEOss 2009 Overview ~Domain Specific Performance Metrics~ALA $108.8M Invested (ytd) 29 Task Orders 36% avg bid rate 83% avg proposal score 9% avg discount rate $82.74 avg domain rate 1.6% Small Business

14. CEOss 2009 Overview ~Domain Specific Performance Metrics~ ES $61M Invested (ytd) 22 Task Orders 43% avg bid rate 78% avg proposal score 10% avg discount rate $97.82 avg domain rate 0% Small Business (no SB primes in this domain)

15. CEOss 2009 Overview ~Domain Specific Performance Metrics~ BA $9.5M Invested (ytd) 12 Task Orders 54% avg bid rate 88% avg proposal score 8% avg discount rate $103.74 avg domain rate 0% Small Business

16. CEOss 2009 Overview ~Domain Specific Performance Metrics~ SE $16.5M Invested (ytd) 8 Task Orders 44% avg bid rate 84% avg proposal score 9% avg discount rate $95.44 avg domain rate 0% Small Business (no SB primes in this domain)

17. CEOss 2009 Overview ~Individual Vendor Performance Metrics~ Individual Sessions with Domain Representatives in Break-Out Rooms See Sherri Payne for Schedule/Location Overall Vendor Performance measured by Performance Index (PI): P/Index = [% Revenue + (Bid % + Avg. Score)] � (LOC) Top left box provides summary information about CEOss since it�s inception in 2002. We are nearing $1.5B in awarded task orders and mods! The lower left box shows domain performance � awarded task orders (including renewals) per domain and the associated value. This FY to date, we have awarded over $160M! The competition percentage is an average of the bid rates across all domains. It is significantly lower than last year at this time (64%). Average days in queue (from DRFQ through award) has remained steady at 18 days. Average proposal scores have dropped from last year to 80%. It is unclear what is responsible for the decline, although there were some changes made to the evaluation process from last year to this year (price reasonableness weighted and evaluated; increased focus on performance risk). We are continuing an increasing trend in award value, as shown by the chart in the upper right, but it appears we may be reaching a plateau, likely due to resource constraints. Top left box provides summary information about CEOss since it�s inception in 2002. We are nearing $1.5B in awarded task orders and mods! The lower left box shows domain performance � awarded task orders (including renewals) per domain and the associated value. This FY to date, we have awarded over $160M! The competition percentage is an average of the bid rates across all domains. It is significantly lower than last year at this time (64%). Average days in queue (from DRFQ through award) has remained steady at 18 days. Average proposal scores have dropped from last year to 80%. It is unclear what is responsible for the decline, although there were some changes made to the evaluation process from last year to this year (price reasonableness weighted and evaluated; increased focus on performance risk). We are continuing an increasing trend in award value, as shown by the chart in the upper right, but it appears we may be reaching a plateau, likely due to resource constraints.

19. CEOss 2009 Overview ~Organizational Conflicts of Interest (OCI)~ Vendor is expected to raise OCI concern/potential Limitation on Future Contracting Clause is a warning; does not protect or prohibit vendor OCI mitigation plans may be submitted; however, they are filed un-reviewed at ACSS Contracting office for future effort is responsible for approval/disapproval of OCI mitigation plan Withdrawal based on OCI is still counted as �no bid� with respect to bid rate calculations, but noted in file OCI is just one reason why a vendor might not bid. We can�t begin to make exceptions to bid rate. If it because a serious concern, the vendor may want to reconsider whether they can continue in the services arena. OCI is just one reason why a vendor might not bid. We can�t begin to make exceptions to bid rate. If it because a serious concern, the vendor may want to reconsider whether they can continue in the services arena.

20. CEOss 2009 Overview ~Non-Personal Services Contracts~ CEOss Task Orders are for Non-Personal Services IAW FAR Part 37 �Nonpersonal services contract� means a contract under which the personnel rendering the services are not subject, either by the contract�s terms or by the manner of its administration, to the supervision and control usually prevailing in relationships between the Government and its employees. Contractors should not be performing Inherently Governmental functions See FAR SubPart 7.5 Contractors should not represent themselves as Government Employees, either explicitly or implicitly Contact ACSS if you believe you have moved into a personal services arrangement

21. CEOss 2009 Overview ~Travel/Other Direct Costs (ODCs)~ Must be �nominal� and incidental to services (<5%) Approval required for ODCs, not in proposal that are: >$500 Conference fees Unusual items IT related items Must be submitted by Government Project Officer to ACSS Contracting Officer Notify at 75% of costs incurred; stop at 85% Please track expenditures closely so as not to over-expend Vendor may have to eat overage To pay requires �Ratification� that requires high level approval The bottom bullet is a serious concern! Vendors need to comply to ensure that there is sufficient funds available to cover expenses. The bottom bullet is a serious concern! Vendors need to comply to ensure that there is sufficient funds available to cover expenses.

22. CEOss 2009 Overview ~New Task Order Orientations~ Required for all New Task Orders (not required for Renewals) It is NOT the technical Kick-Off; that is coordinated with COR Required attendees: Vendor Representative (Contracts) and Government COR Checklist of high level requirements for the task order Signed by ACSS, COR and Vendor Becomes part of official contract file for the Task Order Vendor contacts ACSS Domain Representative to schedule Conducted within 5 days after award Duration is approx. 15 � 30 minutes Failure to complete will be noted in performance file

23. CEOss 2009 Overview ~Pricing Submission Spreadsheets~ Standard ACSS format or suitable alternative should be used to submit proposal pricing; due at time of proposal submission unless otherwise specified Requirements: Pricing needs to be broken out by SOW WBS elements Use discounted rates and tell us the discount percentage(s) Provide weighted rates by WBS element and summary level Provide base year and option years in same spreadsheet (can be separate worksheets) Please unhide rows Consolidate rows where the labor category/rate is the same Remove rows where no hours are proposed for the task Calculate out blended rates when required Include CLIN level detail to show total labor and total travel/ODCs Simple is better! If you are not using the Standard ACSS Format, you may send it to ACSS for compliance review

24. CEOss 2009 Overview ~DRFQ Phase~ Due Diligence sessions are intended to provide one-on-one interaction with customers to allow sharing of company-specific information and questions Questions of a general nature (i.e. applicable to all vendors) should be posted in eP2 Whenever possible, use the DRFQ phase for questions related to the solicitation SOW clarifications Requests for page count increase Requests for schedule changes IGCE concerns Must �Request Final RFQ� by deadline or notify ACSS immediately of technical difficulties

25. CEOss 2009 Overview ~Source Selection~ Customer determines Board Members; at least one member must have participated in due diligence ACSS reviews proposals for compliance with RFQ provisions (e.g. page count) and price reasonableness evaluation ACSS Contracting Staff briefs Source Selection Board (SSB) and provides associated documentation and forms Upon completion, SSB provides results to ACSS Contracting Specialist for review, entry into eP2 and preparation for award Time is required after winner is known, but not announced, in order to process contractual documentation such as: award rationale (signed by PO) COR requirements (training certificate and nomination letter) award document (i.e. the contract in PD2) business clearance (different approval levels based on award value) congressional notification (required above $5M; 2 day process)

27. CEOss 2009 Overview ~CAC Requirements~ New requirements are per the presentation provided by Ms. Susan Jones, MCSC Security Manager BPA modification pending to address new CAC requirements Until BPA mods are executed, all new Task Orders and renewals will contain language to address new CAC requirements

28. CEOss 2009 Overview ~CAC Requirements~ All Task Orders will contain the following language:

29. CEOss 2009 Overview ~Small Business Goal~ 10% at the BPA level May be accomplished by prime or subcontracted work YTD Results: Avg 26% of awarded task order value is directed to small business concerns* * Sample size: 10 vendors

30. CEOss 2009 Overview ~Addition of SDVOSBs~ Team re-constitution limited to Open Season, with the exception of SDVOSBs Process � Email to ACSS PCO and Director including the following: Company Name Company POC information Cage Code Schedule (or map to prime�s schedule) Confirmation that company is SDVOSB Positive confirmation required from ACSS PCO prior to using SDVOSB; please allow up to 5 days for confirmation email. Teams 09 File on ACSS website is updated as SDVOSBs are added YTD Results: 27 SDVOSBs added after close of open season (ALA � 10; SE � 6: ES � 6; BA � 5)

31. CEOss 2009 Overview ~Written Debriefs~ Written �Debriefs�* are now provided to those who request it for any new award Debriefs are the responsibility of the contracting staff: ALA Domain � Berniece Washington BA Domain � Sharan Lind-Shields ES Domain � David Riley SE Domain � Cindy Washington Better reflection of actual source selection results; more efficient process Feedback? * Not a formal debrief IAW FAR

32. CEOss 2009 Overview ~CPARS~ CPARS reporting required for all task orders for services >$1M Addressed during New Task Order Orientations Due 120 days after end of assessment period COR and Vendor POC must be in CPARS for qualifying task orders Use of CPARS/PPIRS for source selection is at discretion of the SSB MCSC POC (�Focal Point�) for CPARS: Laura Caracciolo, laura.caracciolo@usmc.mil

33. CEOss 2009 Overview ~Re-Competes~ To address concerns over incumbency rates, we have implemented the following this year: Transition Plan included as part of technical proposal* Overlapping PoPs for transition activities* Re-compete information with respect to predecessor task LOE and Skillsets* Ability to provide Contingent Hire letters (not included in page count) * When required/approved by COR

35. CEOss 2009 Overview ~Contingency Operations Handbook~ Contents Applicable Policies and Guidance Process Overview and timelines Templates/Forms Pre-Award Activities Special SOW and RFQ provisions/language IGCE development considerations Theater Business Clearance Process Post-Award Activities Package requirements for DPC (Immunizations, Forms, Documents, Training) Pre-deployment LOA for use of DoD Health Facilities SPOT LOA Country Clearance Status Conducted interviews with key process owners/stakeholders ACSS Contracting Officer Vendor Participants MCSC Response Cell PGD Representatives Estimated completion: June 2009

36. CEOss 2009 Overview ~Seaport-E Analysis~ Developing business case to determine to what extent, if any, CEOss should transition to Seaport-E Plan of Action: Compare Seaport-E process to CEOss Seaport-E training Compare/Contrast CEOss BPA to Seaport-E MAC Issue CEOss task order in Seaport-E Vendor and Customer Surveys Develop Business Case with Recommendations Brief Sponsors Implement approved recommendations Estimated completion: August 2009

37. CEOss 2009 Overview ~NDIA Event~ NDIA/MCSC Corporate Comm sponsored & organized event Tentatively schedule: 1st week August 2009; Baltimore MD Combination CEOss/Small Business Fair Variable fee structure to accommodate small and large businesses; general attendance vs. booth fees CEOss primes will be offered booth space Small Businesses will be invited participants Program Office personnel available for individual vendor appointments CEOss Primes Panel Discussion Break out training sessions

38. CEOss 2009 Overview ~eP2 Enhancements~ Adding ability for ACSS to create Questions in Q&A module and to post attachments with response. Better and more consistent identification of key dates �at a glance� in eP2 (FRFQ, proposal due date) Auto-generated email to vendor when Renewal Posted; Auto-generated email to vendor 60 days after final PoP for closeout purposes Auto-generated email to customer when PoP nearing end (60 days out) for renewal/re-compete purposes Submit additional suggestions to ACSS mailbox (ACSS@usmc.mil)

40. New Work Forecast