>> It is now my pleasure to introduce Mr.Brian Boothe who heralds from the northern properties of Vancouver, Washingtonwhere he serves as a lead for client detail managersall across the United Government. Slayer of remit scrutinizes, scholar of eastern Washington and lord of the ascents of Mount Hood. Brian shall present to you today the[ inaudible] of management and advisory services, a overriding professional service offered by GSA. Brian, the flooring is yours. >> Well, thank you for asking, Dale. I didn’t know I was going toget that wonderful introduction. But ever happy to be here to talk aboutthe professional services and human capital. I’m excited today to talk about the APPs inparticular, the acquisition planning packs. So let me promptly bring up my screen andhopefully then we can get this going. Okay. So thank you all for being here today. Like I said I’m evoked to be here to talkabout the acquisition planning packages and management and advisory services.Thank you, Dale, for the opening. One thing I just want to quicklymention is that so for myself I’ve been with the professional servicesand human capital list now for about four years, 18 times total with GSA. And ordinarily what I do in the contextof my job is either do scope reviews and assist customer bureaux with usingprofessional services contract solutions like the schedules program or OASIS in helpingguide them to what might be a potential answer for their individual requirements. And what we are going to share today, myself andmy colleague, Chelsea Hayes[ phonetic] are going to be talk about acquisition planning packagesthat can assist you with your say through the schedules program inparticular, and we’ll talk about why that is. But one thing that I think will various kinds of facilitate setthe stage for this conversation is that at least in my occasion, and I think that this probably acommon remark for a lot of contract tribes in the acquisition workforce, is thatthere is a lack of information sharing within the government contracting community. I don’t think that’s consequently a faulting ofthe government or anything in particular, it’s probably common acrossbusiness lines as well.But for years we’ve kind of struggled with this. And so there’s been some improvements in that. We’ve, you know, we’ve stoodup the acquisition gateway which is an intergovernmentalresource hub for contracting tribes. But there’s still a breach. And so we’re trying to help kindof alleviate that in many ways. And so the acquisition planningpackages are one of those tools that we hope will help bridge that spread. And you’ll hopefully understand why that is today. So let’s talk about. What are they? So you got a little taste from Pam.She described what they arebasically in essence. You know, riches such atemplates, lessons and samples that have been used or can be used by agencies. So we’ll talk about those in detail. Chelsea will deal that in the secondsession today that we’re going to do. But first I want to set thestage for why we have them, why we stood these up and how they’re planned. Because if you don’t know some of those answersthen you might know how important they could be to your possession process and how helpfulthey could be to you or even where to find them. So I want to step back to the overarchingprinciple that various kinds of cured lead-in us to now.And that is government-wide category management. And you might be thinking why is this important. Well, list administration is a principlethat the government really has adopted and is leader a great deal of our possessions today. So I’m going to start talkingabout that in particular. If you’ve been around government-wideprocurement for a while, and if you’re on the industry side of the house, you’ve probably heard these periods once. You’ve probably heard the period FederalStrategic Sourcing Initiatives which was kind of an early practise of category managementthat the government borrowed a few years back. And that’s been — you know, it’s a mature mannequin now. Most authorities have adoptedstrategic source strategies for certain specific types of buys and procurements. So that’s nothing new. What’s brand-new really is that list managementis being applied to government contracting in[ inaudible] and in practicenow on a larger scale. So going back to that pattern of strategicsourcing strategies, it started out of a need to really alleviate beings that aren’tacquisition or procurement folks from “ve had to” do those types of jobs or that type of work.So, for example, I’ve worked with the USDA, raise service organization, quite a bit in my epoch. And the government has offices basically in every countythroughout every regime in the United Mood. And they have one or two people in thoseoffices, and each office has its own needs as far as office supplies, right? At one point in time every single officehad individual that was doing some sort of procurement, whether it was micro- purchasesor whatnot, for things that were simple like bureau paper or printertoner or material like that. Strategic sourcing initiatives were designedto get that out of the handwritings of beings that don’t need to be doing that work, streamline buying where it procreated appreciation, typically in the entrusts of parties that hadmore knowledge in make that type of work.Also to leverage majority rebates forlarger buys and to likewise make sure that we were procuring it the same way. Because one person might go out to Office Depot, one person might have been going to Amazon. Some other parties might haveactually been using GSA Advantage or AbilityOne contracts asthey should have been doing. So there was a lot of gap in how it wasall being done, how the government was buying. So the Federal Strategic SourcingInitiatives were the first step. A pair several years ago the Office of Managementand Budget then ramped that up a little bit by putting out the memorandumthat’s joined here, M-1 9- 13, that is actually formalized government-wide categorymanagement at the top level scale very similar in a way that FSSI was being already done.In that structure they supported thecategory Management Leadership Council, and that assembly defined the ten government-widespend categories that we know today. And if you don’t know, don’tworry, we’ll spread that as well. I mention this because the schedulesprogram is organized along the lines of category conduct. And you’ll see the similaritieshere in just a hour. The report contains 12 lists under schedules. We “ve got a few” variances there betweenthe ten government-wide categories. But within those categories, ofcourse, is Professional Services. It’s both a government-wide categoryand it’s also a schedules category. And to me I think it’s the number one categorybecause I work for Professional Work. But we’re likewise the first one to talkabout the acquisition planning bundles which is the first fast 2021 periods. So we’re kicking it off fromProfessional Services.And the reason why Professional Servicesis kind of big deal with the government is because the government devotes a lot of moneydoing Professional Assistance contracting. Within these schedules curriculum wedo have 46 special entry digits. We’re not going to talk about all those today. That’s a totally different discussion. But just know that there is a lot ofwork that its authorities needs that falls within the category of professional services. So we’re going to cover managementadvisory precisely today which is a component of Professional Services. And hopefully you’ll gain someinformation from the sessions today that help you understand the acquisitionplanning packets a little bit better, how they fit within managementand advisory services. And you can go away withsomething that actually is — you know, something you couldutilize in your future acquisitions.So let’s talk about planneds including. I talked about government-widecategory management in terms of setting up the different categories, theten government-wide categories, but the OMB memorandum too defineddifferent types of contracts. They define for the governmentwhat spent under handling implies. And within that framework they said thereare four different types of contracts that the government is issuingand should be issuing. And those four ranks as we call them, tier 0through tier 3, are the different types of kind of category of contractsthat we lump these into. Tier 3 is the best in class type contracts. Tier 0 is unmanaged devote type of contracts. And when I say unmanaged spendI don’t mean that somebody that doesn’t have a warrant issued a contract and then there’s no contracting officerthat’s actually coping that contract. What it does aim is that an officeprobably questioned a contract for something that they think they neededthat was particular to them. And it was just a single contract, maybe amultiple award, or it might have been an IDIQ, but it’s designed to fit time their specificneed and it’s not available to anybody else.And it doesn’t have a lot oftransparency definitely and the devote that is happening under that contract. Those are what we are calling unmanaged contractor how OMB has defined unmanaged contracts. And the OMB has really stimulation the governmentto utilize better managed contracts, either rank 1, tier 2 or tier 3 contracts. Schedules are members of those tier 2 contracts. It’s government wide. A bunch of the data and waste data istransparent and available to the government. And there are some reasonswhy the schedules program is such a robust implement for authority contracting. It is one of the most highly utilized contractprograms out there for the federal government, and “youre seeing” some of thereasons why right here. I do want to highlight a coupleof these reasons including. One of them is the eTools integration. And you’re probably familiar withGSA Advantage, eLibrary and eBuy. And particular for serviceswhich is what we’re talking about today eBuy is one ofthe most important tools.Now, you have been able rulings on howhelpful the tool is and that’s different. We’re always looking to hear feedbackon whether you like it or you don’t like it and how we can improve things. But it’s important because plans integrationinto contract platforms is something that needs to happen more and more withgovernment-wide contracts. And we are seeing that more and more. But the schedules program has hadthis available for a long time. And if you’re not familiarwith eBuy we’ve got a session on that later today so stick around for it.But it is a great implement to helpyou organize a schedule order. The other thing that Pam mentioned in herintroduction was regulatory conformity. Not merely does GSA do a lot of the up frontwork for you in setting up these contracts and defining a fair and reasonableprice at least at the ceiling position, but we make sure that thesecontracts are in compliance. Pam mentioned Section 889 from the MDAA in particular, and that’s an important one for the government. It implemented that a duo years ago withthe act, but then genuinely eventually reeled out into the contracts just last year. So because these schedules aremanaged so centrally by GSA, we were able to do mass modificationsto our contracts very quickly. And we were able to implement the 889 the resource requirements for both Part A and Part B in genuinely a short amount of time.And we did it centrally. Whereas if you were organizing your own contracts, of course, you are required to do that independently. Or it would require a lot more workto do those types of modifications. That’s one of the benefits of using planneds. And it stops you as an rank agencyalready up to snuff when it comes to that type of regulatory compliance. In fact, I precisely took a check yesterday on thedashboard, and Pam mentioned dashboards as well, that clarity of datathat we have available, we have a dashboard for 889 Part B conformity. And GSA contracts right noware 99 percent in compliance. The one percent that’s still lyingout there they’re in a pending status for consenting those contract modifications.So they’ll soon acting in accordance andhopefully we’ll soon get 100 percentage. But we’re already 99 percentage in a manner that is consistent. And we’re talking thousands of contracts. So that’s one of the reasons why schedulesis the backbone of authority contracting and why we’re talking about it in light ofthe acquisition planning packs today. Now, I do want to step back and talk about thecategories again but putting it in the light of the schedules because I saidthere were some divergences, right? The report contains ten government-wide lists, and there are 12 schedules categories.Why the difference? Well, the difference is that we have two oractually I “re saying” three other categories under schedules that are not includedas government-wide categories. And the reason for this is becausewe do a lot of buys in these areas, and they need to be more clearlydefined under the schedules program. So one of those is furniture and furnishings. The other one is scientificmanagement and solutions. And then lastly is this miscellaneous one whichis kind of the catchall for the ancillary labour and ancillary equips or orderlevel fabrics that we need to cover under the schedules program.The one thing that we don’tcover under planneds is medical. The medical affords and servicesgovernment-wide category is managed by the DOD, the Department of Defense and Veterans Affairs. The VA actually has delegatedauthority to have their own schedules that operate just like GSA planneds. They’re FAR 8.4 based. But they control those ones separately. And you can acquire medical suppliesand works through those as well. But we don’t talk about that with GSA planneds because we’re not the onesthat are managing that one. But today we are going to focus inparticularly on professional services because it’s the best categoryin our planneds I’ve got to say.Sorry for the IT folks on theline but it’s my favorite. I convey it is my paycheck so that’sprobably a good one reason, too. But there are so many services available underprofessional services that it’s really important to understand what genuinely is available. I like to use an example because, andI’m not trying to pick on CIO bureaux, but I see this from CIO departments commonlythat they need a program or a project manager to really help manage this particular project. But because it’s coming from a CIO office theyget blinded sometimes by their own mission. And so I learn requirements that are coming out ofthe CIO office, and they think it’s IT in sort and that it actually belongsunder the IT category. When in reality it actually is programmanagement, and they probably need some people to have IT experience to be part of thatcontract, you know, contract squad that’s going to supply the solution to the requirement.But they’re looking in thewrong region sometimes. They’re looking at IT becausethat’s what they’re was just about to. They do it by default. And it’s not just a CIO issue. It’s not an IT publication. This happens from other agencies as wellwhere a particular office has a mission, and their operation is always in this particularcategory of waste so they go there first.And that’s why I think it is importantto talk about the invest lists under numerou gift planneds as wellas the government-wide categories. Because you need to know in light of yourrequirement what the actual category is so you can find the right possible solutions. If you’re reaching out to GSAand we be understood that, you are familiar with, it’s really kind of a professional servicesrequirement, maybe it’s not an IT requirement, of course we’re going to work with ourpartners in the other categories to made to ensure that we find the proper solutionsif they’re available to you.But if you’re doing independent market researchand you think it’s an IT requirement when genuinely in reality it’s not an IT requirement, you might be getting not the bestresults from your market research. So that’s why it’s important to know thedifferent categories that are out there. To smash that down a little bit further weactually have eight different subcategories as well. The subcategories you can see here under professional services includesome moderately large areas of work, right? I imply technical and engineeringthat coverings a assortment. R& D is a bit more specific, but even R& D cancover quite a wide area of services that are out there.But what we’re going to talk about inparticular, of course, is management and advisory services becausethat plows the bulk of professional services overallfor the federal government departments. In fact, in FY 2020 there was $ 39 billionworth of federal government spend precisely under management advisory services. That attains up the bulk ofprofessional services overall. So it’s important to know that a great deal of theprofessional services operate that is going on out there is under thisumbrella or subcategory umbrella of management and advisory services. You can be found in five functional areas registered there. We’ll talk about those in a littlebit more detail in only a hour. Now, when you look at it from the scheduleside of things, when we talk about management and advisory services within planneds, it’s broken out a little differently. If you’re familiar with schedules you know that with the mass consolidation we’ve noworganized it along those large categories so we have professional services. And then “were having” some subcategories. We call them subcategories so[ inaudible] government-wide category management. So there is that language issue. You might get confused if you listen subcategoryunder either one of these types of frameworks.But the subcategories within the schedulesprogram are broken down along functional routes. Meaning that we have — underprofessional services we have a group of environmental SINs thatdo environmental labor. We have a group of businessand administration type of SINs that do business and administrationtype of work. We have technical engineering. And when I say SIN I do meanspecial component list. I’m not talking about doing something badyou might go down below for later in life. But so we do have these SINs, specialitem digits, that represent types of toil that can be done under the schedules program. Now, when I talk about managementand advisory services I’m not talking about those subcategories, though, because within these subcategorygroups there might be different types of management and advisory services needed. So, for example, and some of the examplesI put up here, these are different SINs that include management andadvisory services at their core.However, you would find a SIN likeenvironmental consulting or 541620 under the environmental subcategory. 541614 SVC for ply and price chain managementyou would find under our logistics subcategory. So when you’re looking at schedulesthemselves it’s not going to pop out as management and advisory services. What you’re going to see is differentSINs that include those types of services, but they’re aligned with their operational area. I say this because the schedulessometimes can be a bit confusing. And if you’re not well known and we’retalking about management and advisory services, and you’re going, well, wait asecond where’s the management and advisory subcategory, well, there really isn’t one. But they are available in almost allof our functional subcategory localities. I drew these SINs out as particularexamples because they’re some of the most commonly used onesby the federal government. Especially 541611 that clothes the boardfor not just professional services, but you’ll find general management andadministrative consulting type of work needed in many areas and in many differentcategories including safety and protection, human capital. It’s most commonly used underprofessional services but it’s a big one.And it’s needed pretty mucheverywhere by every organization out there. So that accompanies us all the way backdown to acquisition contriving containers. What are they? So I contributed you through categorymanagement and how that is related to the schedules program, howthe schedules are organized. But let’s talk about what Chelsea isgoing to be diving into the details later on is what are the acquisitionplanning packs. Pam once kind of mentioned it earlier. It is the sample substantiates, the templates, resources that we hope can help youunderstand how to use the schedules better. These are in some cases real lifeexamples that we’ve pulled from customers that have created orders againstschedules and done them successfully. We’ve utilized some of the specimen that wethink represent the best of what they have done for particular types of requirements. So we believe that we’re put forward by thesepackages that really truly will be helpful for the federal acquisition workforce. And I think it’s really importantfor the industry to understand how we’re communicatingthis nonsense out as well.So I’m glad we have a lot of industrypartners on the request because the way that we’re putting these together isreally various kinds of a instructional guide on how to do their purchases throughthe schedules program. Including the start steps of market researchall the way through some evaluation ingredients so you could actually constitute that award. Pam mentioned this earlier, very, that these aren’t just for the professional servicescategory, and they’re not just for control advisory services. We have acquisition scheduling cartons forall these sizable lists that you see here.I believe that list may beexpanded in the future. And we have acquisition planningpackages underneath the great lists to the subcategories as well. And you can see some examples. When you have a copy of the presentationyou’ll be able to click on these connects and actually go to these illustrations out there. But we do have buyer’s guidesfor each subcategory, one for handling advisory serviceswhich we can go into a little bit later. We have templates that will really helpyou formulate a better contract pack. The market research templateI think is a good example.Because we are all doing –if we’re going acquisition for the federal governmentwe’re doing our market research. We “re going to have to” do that especiallyfor services contracts. The template is contributing to kind oforganize how that report will inspect. And it’s one of the most importantthings I think in the contract bundle because it guides your buy strategy.And if you don’t know howto employ it together are you all right or organize your market research this templatewill provide you a good way of doing that. And I wanted to give a plugfor our IMRAS[ phonetic] unit who I think is talking right after the current session. Because talk about a wonderful market research, you know, report box for your contract. They put together somethingthat I think is just beautiful. But if IMRAS is something that you aren’tnecessarily going to do, or maybe you’re going to do some initial market researchfirst, we do have a template to guide you with that as well.We also have an independent governmentcost estimate template which can pull in some database information to help youpre-populate and pre-fill some of the costs that you might be contemplatingfor your requirement. It’s a really great implement. And Chelsea will be showing someexamples of that one later today, extremely. So we hope that you exercise that as well.Lastly, and Pam mentioned these ones as well, we have sample documents and templates for RFIs if you’re going to issue your own RFI andyou’re not going to use the IMRAS process but you miss a more standardized approach. And I’m sure if you’re on the industry side youwould probably a better approaching to doing RFIs. Because we know that sometimesthey can be difficult to respond to because you don’t havetime, you don’t have sources. Or I’m saying this more for our agencypartners, if the agency partner is asking for a 20 page response to anRFI it’s probably a bad feeling. So we recommend maybe examining throughthese RFI resources to make sure that you’re communicating well with industryand that manufacture wants to communicate back with the information that might bepertinent to your market research.Because like I said earlier it’s thefoundation for your buy programme, and it’s the most probably important portion of developing the contract strategythat you have going forward. We likewise have RFQ templates. If you haven’t issued an RFQ against theschedules before it’s a request for quote. Templates for both chore seeks and for blanketpurchase agreements both wonderful tools that you can utilize the schedules for. And I want to highlight blanketpurchase agreements in particular. They’re such a flexible tool, and they arealready a rationalize acquisition process because you’re using theschedules planned for it. I most recommends the following. And if you don’t know how to put togethera BPA we’re come templates for you as well. Lastly, we have the evaluation points templatewhich will kind of help you guide a action to better hand-picked the resources that’sgoing to do the work for you. “Its important” I thinkespecially as we go away from lowest expenditure technicallyacceptable type of evaluation criteria, and we’re really looking forthe value to the government. And that’s where the evaluationfactors become much more important because we’re not just lookingat price as the bottom line.So “were having” tests there in theacquisition boxes as well which we’ll be highlighting later withChelsea under session two of today. These are actual real life samples under thefive functional areas that I mentioned earlier. And all these relations go to these documents whichare either sample PWSs, they’re sample RFQs. And they hone in on very specific typesof duty that the government needs to do. So if any of these areas are of interest to you, then the acquisition planning packs mayalready have some solutions that are ready built for you, some child nipping to tailorit to your particular requirement. But you don’t have to recreate the wheelfrom the ground up to get to the point where you have a solution in place.Because we already have a lotof these things built for you. And it’s not just GSA that’s building this. A spate of this is stuff that we’ve plucked infrom other agencies that we thoughts represent some of the best contracting andsolicitation and request for quote work out there under the schedules program. I do want to quickly talk about where theacquisition planning containers will be going hopefully in the future.We are looking to continuouslyimprove the content, of course. What you determined was a limited schedule, but it’s not a never terminating schedule. We do want to continue togrow this as it realizes appreciation. And especially for those areas ofwork under professional services that we don’t have mixtures for the authorities concerned but where the government isspending money quite frequently. We want to find the best instances out thereto help the government do a better activity of acquiring the same thingsover and over again, but there isn’t maybe a standardizedformat for it.We do want to provide more updated andspecific RFIs for industries so that, you are familiar with, one detective over here in Washington Stateisn’t doing an RFI the same that one in California is doing, and another office, the same agency is doing down in Louisiana. If there’s already an RFI that’s been done andwe can share that information amongst ourselves, then there’s not necessarily a reason to go outand do a complete brand-new RFI for the same thing. So we want to provide more updated andmore specific RFI information to partners. We’ll continue to identify those highquality PWSs and statements of work. As well as we’re looking atdeveloping the marketer indices or contractor indices that do specialized succeed. That’s already done under the schedules program.If you’ve been into eLibrary you may haveseen the subcategories we have set up there. For example under 541620 we havesubcategories for firms that do archeology and cultural resource works, environmentalmanagement systems and NEP-Arelated services. We want to kind of build that outso it’s integrated with the APPs. So if you’re looking for resources under the acquisition planning packagesyou’ll too be able to locate instantly the roll of contractors that we alreadyknow do that type of work. You can be found in some of the other plansthat we have for the future of APPs, but I know I’m hitting mytime limit so I do want to leave some time for Q& As if we have them.And I can open up the Q& A pod. >> Thank you for that, Brian. Great presentation. And it was like we do have a few questions. We’ll take time to answera few of those questions. >> Certainly. So the first question is if Iwanted to identify planned purchasers that have specialized ordeal performingprogram administration support services for the commercial proceed industry such aslodging and dining business body, would that that be able to do– would you be able to do that? That is definitely our hope. Program management like I said is one of thosereally vast categories of work that various kinds of includes different sorts of spectra. But, yes, we do think you can do that. And “thats one” if we don’t once have an RFIthat has travelled out there and researched that type of information, that is something we couldinclude in the acquisition planning boxes. I don’t think we particularlyhave that in place right now. But if we are all aware of an enterprise that hasalready done that type of market research and we can share that information throughan APP we would certainly like to do so .>> Okay, that’s great, Brian. Time for two more questions. >> There’s one here that says but FASAA works needs such a large purchase or purchases, what if we are a small office with smaller professional servicesneeds like$ 5 million and under? >> So I believe that’s is a reference to GSA’sassisted possession works possibly. And that is something that isdefinitely a resource for agencies to take advantage of when it realise smell. There, of course, is an issue. Because it is a fee-based service, and so if it is a smaller requirement and you don’t have access to contractacquisition organization that can do the contracting for you, it is a possibilitybut it is fee-based.And that is something that you have totake up with your regional AAS service, your expedited possession service. So I can’t necessarily providean answer for that here today. What I recommend is that you connect withyour local customer services conductors. They’re all geographically based. They’re all across the country. And you can easily find themthrough our CSD locator at GSA.gov. Connect with them and insure what resourcesare available either through AAS, or if there’s a way that they can maybelink you up with a contracting bureau that can do an seek from the schedulesfor you that’s already maybe in existence and doing work for your particular agency. >> Okay, another questionthat we have is I heard that the OASIS contract vehicle is going away.Where will it be addressed? >> So the OASIS contracting vehicle, and it’s a good side question, we’re not talking about OASISnecessarily today, but it is a question that is definitely out there in the open. The OASIS family of contracts expire in 2024. They are not going to be revitalized as OASIS again. But we are working on the next generationof services kind of IDIQ contract. It’s been I anticipate referencedout there as BIC MAC. In fact, we are only had ourfirst request for information in the industry close yesterdayor maybe early this morning. So we are now “workin on” what that nextgeneration contract will look like for services. It won’t be exactly the same as OASIS, but weare taking some lessons learned from OASIS, and we know that we have hada lot of success with OASIS.So we want to incorporate the best of whatwe’ve done under the OASIS contract family and incorporate that into the next generationIDIQ contract for services, aka BIC MAC. And I won’t talk about it much morebecause if you stick around until the end of the day we do have my ownAssistant Commissioner Tiffany Hixson who is the Category Executive forProfessional Business and Human Capital. She’ll to speak for BIC MACat the end of the day today. >> Okay, and one last-place questionhere I foresee might be vital. It says for under SAT on schedule buys wehave been directed to survey three marketers. What does examine symbolize? Does it ask post on eBuy, do we needto email formal RFQs to three merchants, or can we just look and pick thelowest for the products we need? >> So you have to refer back to theparticular ordering procedures under FAR 8.4. But if it is under the simplifiedacquisition threshold, you do need to ensure thatyou will get three mentions. Now, whether that is throughyour market research or whether you do immediately communicateto manufacture that is up to you. But the FAR requires you toensure you can get three mentions. Sometimes that can merely be your market research. But sometimes it probably isa good theme to actually reach out to industry perhaps through an RFI.But there is the dilemma, right, ifit’s under the SAT there’s a good chance that industry doesn’t have theresources to respond to an RFI. So that is a decision thatyour agency will have to spawn. But I would refer back to FAR 8.4 proceduresfor your particular type of requirement, whether it requires a statement of work or not. Because there are specific guidelines underFAR 8.4 that tell you what to do when you need to order above the micro-purchase thresholdbut below the simplified acquisition threshold. >> Great. I don’t think we havetime for some additional questions, but we do have all your questions with us. And, again, we’ll share them with thepresenter and get that datum back to you as soon as circumstances permitted after the phenomenon. Dale? >> Thanks, Liz, and thanks, Brain, for that great presentation ..