9/13/2016 1 1 Protecting a School District from Procurement and Vendor Fraud James M. Sullivan, JD, CIG Director, Dispute Advisory 2 ❯ Public Policy – Competition ❯ General concepts of Procurement rules and regulations ❯ Statutory bidding requirements ❯ Exceptions ❯ Administrative procurement rules ❯ Auditor’s Role and Responsibilities ❯ Fraud Risks ❯ Criminal conduct ❯ M/WBE fraud ❯ Vendor schemes ❯ Fraud prevention and effective controls Agenda 3 Four major concepts provide the foundation for State (Wisconsin) procurement activities: ❯ Competition ❯ Consistency ❯ Integrity ❯ Openness State of Wisconsin Procurement Desk Guide – Wisconsin Department of Administration Public Policy
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Protecting a School District from Procurement and Vendor
Fraud
James M. Sullivan, JD, CIGDirector, Dispute Advisory
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❯Public Policy – Competition
❯General concepts of Procurement rules and regulations
❯Statutory bidding requirements
❯Exceptions
❯Administrative procurement rules
❯Auditor’s Role and Responsibilities
❯Fraud Risks
❯Criminal conduct
❯M/WBE fraud
❯Vendor schemes
❯Fraud prevention and effective controls
Agenda
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Four major concepts provide the foundation
for State (Wisconsin) procurement activities:
❯ Competition
❯ Consistency
❯ Integrity
❯ Openness
State of Wisconsin Procurement Desk Guide – Wisconsin Department
of Administration
Public Policy
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❯Competition – contracts awarded to lowest responsible bidder or highest scoring proposer. Competition brings about lower prices and higher quality goods and services
❯Consistency – laws, policies and procedures
apply equally across state government,
helping agencies conduct transparent and
defensible procurements.
Concepts
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❯Integrity – decisions and activities measured
against a standard of fairness that will withstand
public and legal scrutiny.
❯Openness – Solicitations written in clear, understandable language. All records relating
to a procurement are open to public
inspection and should be maintained in a
central location.
Concepts
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❯Generally, competitive bidding is required for procurements over $50,000.
❯A formal legal process managed by a
procurement professional.
§16.70-16.78 Wis. Stats.
Statutory Bidding Requirements
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❯Competitive Solicitation
❯Request for Bids
❯Request for Proposals
❯Simplified Bidding
❯Best Judgment
❯Sole Source Waiver
❯Emergency Procurement
❯Waiver of Bidding Process
❯Other (Piggybacking, Collective,
Intergovernmental, Cooperative)
Alternate Methods
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❯Request for Bids
❯Most commodity and some service solicitations above
$50,000 are issued through an RFB
❯Clear specs – no brand names
❯Encourage competition
❯Awarded to lowest cost bidder that meets all RFB
requirements
Competitive Solicitation
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❯Request for Proposals❯ Used when award cannot be made strictly on
specifications or price
❯ Several firms qualified to furnish product or service
❯ Vendors propose how they would provide product
or service
❯ Committee evaluates and can negotiate price
❯Simplified Bids❯ $5,000 to $50,000
❯ Obtain quotes from three viable vendors
❯Best Judgment❯ Less than $5,000
Competitive Solicitation
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❯Sole Source Waiver❯ Unique or proprietary service available from only one source
❯ Grant specifies the sub-contractor
❯ Public emergency where time does not permit competitive
solicitation
❯ Purchase is subject to substantial time pressures (excluding administrative delays and processing confusion
At the state level, sole source waivers over $25,000 require
the Governor’s approval. State Procurement Director or a
designated procurement agent can approve less than
$25,000.
Exceptions to Competitive Process
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❯Emergency Procurement❯ Threat to public health, safety or welfare, or the Governor has
proclaimed an emergency.
❯ Within three business days following an emergency purchase,
agencies must write a justification stating:
❯ the nature of the threat
❯ the need for unforeseeable immediate action
❯ the reason why standard procurement processes could
not meet the purchasing need
❯ the steps taken to obtain competition
❯ Over $25,000 - approved by State Procurement Director
Exceptions to Competitive Process
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❯Waiver of Bidding Process – in limited situations where one or
more of the following is present:
❯ Uniqueness – one of a kind product available from only one
supplier
❯ Patent or Proprietary
❯ Intrinsic Value – historic, artistic or educational value
❯ Emergency – risk of human suffering or substantial property
damage
❯ Bidding is not possible – an award cannot be made strictly
on specifications or price
❯ Substantial time pressure
Exceptions to Competitive Process
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❯Piggybacking – use contract developed by another state
agency
❯Collective Purchasing – use contract from another state government or federal government with approval of
from federal, state or local governments. Approved
by SBOP
❯Cooperative Purchasing – use a Wisconsin local
government contract with SBOP approval
Other Procurement Processes
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❯Can be more restrictive than statutory rules and detail policies, procedures and rules for other
types of procurement
❯RFP
❯$ thresholds requiring various levels of
approval
❯Criteria to be reviewed
❯Review process
❯Selection
❯Responsibility
Administrative Rules
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❯ Administrative Policy 3.09 (B) General Competitive procurements Requirement
1. Goods and services under $5,000 - no competitive procurement requirements.
2. Goods valued from $5,000 to $49,999, method determined by the Procurement Department, a minimum of three (3) competitive quotes.
3. Services valued from $5,000 to $49,999, method determined by the Procurement Department - either three competitive quotes, competitive sealed proposal, or a
competitive sealed bid.
4. Goods or non-professional services valued at $50,000 or over – competitive
sealed bid.
5. Professional services valued at $50,000 or over, where performance of the
services requires creative and individual talents, scientific knowledge, special
skills or training, artistic or professional skills, or is of a technical or
❯ Emergency – waiver of bidding process❯ Threat to public health, safety or welfare, or the
Governor has proclaimed an emergency.❯ Issue
❯ Truly an emergency?❯ Poor planning can’t create an emergency
❯ Fraud Risk❯ Rushed timelines❯ Lack of vendor oversight❯ Excessive billing❯ Substandard work❯ Favored vendor ❯ Inappropriate relationship with decision
makers
Emergency
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❯Change Order
❯“…change in a contract term, other than as specifically provided for in contract, which authorizes or necessitates an increase or
decrease in the cost of the contract…”
❯Germane to original contract
❯Not foreseeable
Change Orders
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❯Fraud Risk
❯Foreseeable?
❯Bad specifications can’t create “unforeseeable”
❯Excessive billing
❯Avoid competition
❯Fair price on original scope?
Change Orders - Risk of Fraud
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❯ M/WBE Program - Aspirational goals for M/WBE participation in goods and services contracts to ameliorate the effects of historic racial and gender discrimination
❯ Fraud
❯ Certification
❯ Ownership
❯ Pass through
❯ Commercially useful function
❯ Misrepresent $$ received
❯ Crimes
❯ Federal – mail and wire fraud
❯ State violations
M/WBE Fraud
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❯Bribery (134.05, 943.85 fin. Inst.)
❯With the intent to influence the agent’s action
❯Gives, offers or promises
❯Any gift or gratuity
❯Briber / “Bribee”
Bribery
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❯“Wining and Dining”
❯Gifts
❯Improper hospitality
❯Risk
❯Fosters collusion, lack of vendor oversight
and management.
❯Looks like bribery
❯Avoid the appearance of impropriety
Improper Inducements
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❯Overbilling
❯Mischarging – charge unallowable costs(Explain)
❯Product substitution
❯False/Fraudulent Insurance/Bonding documents
❯Ghost Vendors
❯Anomalous payments
❯ Just under spending threshold - $24,999
❯Round dollar amounts
❯Payments to other address
❯Duplicate invoices
More Vendor Fraud
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❯Fixed Price
❯Encourages contractor to be efficient
❯Time and Materials
❯Does not encourage contractor
efficiency
❯Reimbursed for costs related to
performing
Fixed Price and Time and Materials
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❯Due Diligence
❯Ethics Policies / Codes of Conduct
❯Gift Ban
❯Debarment Policy
❯Segregation of Duties
❯Vendor Management
❯Duty to Cooperate / Right to Audit
❯Fraud Hotline / Whistleblower System
❯ Independent Monitor
❯Proactive - Audit / Review / Data Mining
Effective Controls
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❯ Due Diligence
❯ Who are we contracting with?
❯ References
❯ Excluded Parties List System – debarred?
❯ Know the marketplace – prevent over-pricing
❯ Ethics Policies / Codes of Conduct
❯ Applicable to vendors and employees
❯ Defines Business Relationship
❯ Defines Direct and Indirect economic interest
❯ Defines “Relative”
❯ Conflicts of Interest
❯ Contract Management Authority
❯ Post employment restrictions
Prevention and Effective Controls
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Code of Ethics for Public Officials and Employees (19.41 et seq.)
❯ No state official shall solicit or accept anything of value if it could reasonably be considered as a reward for public action or inaction.
No transportation, lodging, meals or food.
❯ 19.44(g) disclose any gifts having an aggregate value of more than
$50.00 within the taxable year.
❯ 19.56(2)(b) need not report if:
❯ Returned to the payor within 30 days of receipt
❯ Can show by clear and convincing evidence was unrelated
and did not arise from the recipient’s holding or having
held a public office
Gifts
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❯ Identify acts or omissions that constitute grounds for debarment
❯Fraud or criminal offense
❯Failure to perform
❯History of unsatisfactory performance
❯History of failure to meet M/WBE goals
❯Ethical misconduct
❯False statements
❯False claims
❯Refusal to cooperate
❯Debarred by another entity
❯Violating voluntary exclusion agreement
Debarment Policies
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❯Describe procedures
❯Voluntary exclusion, interim constraints and debarment – ineligible to enter into contracts
with entity
❯General or subcontractor
❯Debarment Lists
❯Prohibition effects
❯Controlling persons
❯Owners, officers, directors
❯Employees
❯Affiliates
Debarment Policies
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❯Segregation of duties
❯Order / Authorize services
❯Receive
❯Receipt
❯Review invoice
❯Request payment
❯Approve payment
❯Ledger entries
❯Evaluate vendor performance
❯Method of Payment
❯Employees pick up check?
Internal Controls
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❯Vendors managing vendors
❯Mandatory record retention
❯Emails
❯Billing records
❯Detailed / Itemized expense records
❯Records of payments to subcontractors
❯Right to Audit
❯Duty to cooperate
❯Positive pay
Internal Controls
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❯ Independent monitor
❯Defined scope based on presumed or identified areas
with a high risk of fraud
❯Fee paid by vendor
❯Fraud Hotline
❯Whistleblower system
❯Data mining
❯Employee / vendor data match
❯Phone #’s
❯Bank accounts
❯Addresses
❯PO Box
Other Controls
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❯ Communicate policies
❯ Training – rules, regulations and policies
❯ Cross-train staff
❯ Regularly Audit
❯ Whistleblower system
❯ Who will investigate
❯ Law enforcement not always the answer
❯ Evidentiary issues
❯ Preserve evidence
❯ Communicate with media
❯ Get out in front of the story
❯ Systems in place to detect, deter and punish vendor
fraud
Prevention Plans
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Questions?
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James Sullivan, JD, CIGDirector, Dispute Advisory Services