The document provides recommendations for improving state procurement in Hawaii based on recent issues with large contracts. It suggests immediately establishing an "A-Team" to oversee high-risk, high-dollar contracts. Long-term recommendations include implementing best practices from federal agencies, prioritizing small business involvement, and improving procurement staff training and certification programs. The overall goal is to prevent waste, fraud, and ensure accountability on contracts.
Allan Viscardi has extensive experience as a CFO, COO, and financial consultant for various companies. He has led operational and financial improvements through strategic planning, process redesign, and systems implementation. Key skills include financial management, business development, risk management, and talent development. Viscardi has worked with companies in various industries such as healthcare, construction, and technology. His background includes positions at large companies like Citigroup and experience launching and advising smaller businesses.
The document provides details about David Eliff's experience and qualifications as a Chief Financial Officer. He has over 30 years of experience leading finance, accounting, administrative, and operations functions for companies ranging from $50 million to $625 million in revenue. He has a proven track record of improving company performance through strategic planning, cost reductions, and M&A activities. The summary highlights his expertise in areas such as financial reporting, budgeting, treasury management, acquisitions, and turnaround strategies.
An audit refers to an independent examination to determine if a financial report accurately represents expenditures and allowances according to laws. There are two main types of audits in public administration - auditing financial reports and auditing government agencies' spending to determine if it was legal and efficient. Auditing has become a major accounting function to certify financial statements comply with law and standards. Proper accounting, financial reporting, and asset management are essential foundations for effective audits.
ASC 606: Accounting for Contracts with Customers, transforms the way all companies recognize revenue for the sale of goods and services. The implementation of the new standard impacts processes, people and systems for all sectors of the organization from the accounting and finance team to legal and human resources.
Justine Jacob, Senior Manager and Jordan Scheiderer, Director from MorganFranklin Consulting, have spent the last three years assisting public and private companies assess and implement ASC 606 and transform their revenue recognition processes. In this webinar they'll discuss the new standard, share lessons learned from previous implementations and identify the key areas of impact throughout the organization.
Do you have the right tools to measure your financial performance? Do you know what elements are necessary to guide your business? Based on last year's rave reviews, Autotask's own Chief Financial Officer, Vince Zumbo, will return to lay out the fundamentals of planning and monitoring your financials for success. Vince will be aided by Autotask Product Manager Joe Rourke who will demonstrate how you can apply what you've learned by leveraging Autotask to support your business' optimal financial health. This session is full of tips, templates and insights that are used by financial professionals today and can be used by organizations of all sizes.
[Presenters: Vince Zumbo & Patrick Burns, Autotask]
Session 1 - The Value-adding Finance OrganizationStephen G. Lynch
The document summarizes a presentation on transforming finance organizations to be more value-adding. It discusses the goals of becoming more efficient and strategic. It outlines challenges such as complexity, disparate systems and processes. It then provides opportunities to overcome these challenges through standardization, simplification, and global delivery models. The overall message is that high performance is achieved through integrating people, processes, technology and information.
Allan Viscardi has extensive experience as a CFO, COO, and financial consultant for various companies. He has led operational and financial improvements through strategic planning, process redesign, and systems implementation. Key skills include financial management, business development, risk management, and talent development. Viscardi has worked with companies in various industries such as healthcare, construction, and technology. His background includes positions at large companies like Citigroup and experience launching and advising smaller businesses.
The document provides details about David Eliff's experience and qualifications as a Chief Financial Officer. He has over 30 years of experience leading finance, accounting, administrative, and operations functions for companies ranging from $50 million to $625 million in revenue. He has a proven track record of improving company performance through strategic planning, cost reductions, and M&A activities. The summary highlights his expertise in areas such as financial reporting, budgeting, treasury management, acquisitions, and turnaround strategies.
An audit refers to an independent examination to determine if a financial report accurately represents expenditures and allowances according to laws. There are two main types of audits in public administration - auditing financial reports and auditing government agencies' spending to determine if it was legal and efficient. Auditing has become a major accounting function to certify financial statements comply with law and standards. Proper accounting, financial reporting, and asset management are essential foundations for effective audits.
ASC 606: Accounting for Contracts with Customers, transforms the way all companies recognize revenue for the sale of goods and services. The implementation of the new standard impacts processes, people and systems for all sectors of the organization from the accounting and finance team to legal and human resources.
Justine Jacob, Senior Manager and Jordan Scheiderer, Director from MorganFranklin Consulting, have spent the last three years assisting public and private companies assess and implement ASC 606 and transform their revenue recognition processes. In this webinar they'll discuss the new standard, share lessons learned from previous implementations and identify the key areas of impact throughout the organization.
Do you have the right tools to measure your financial performance? Do you know what elements are necessary to guide your business? Based on last year's rave reviews, Autotask's own Chief Financial Officer, Vince Zumbo, will return to lay out the fundamentals of planning and monitoring your financials for success. Vince will be aided by Autotask Product Manager Joe Rourke who will demonstrate how you can apply what you've learned by leveraging Autotask to support your business' optimal financial health. This session is full of tips, templates and insights that are used by financial professionals today and can be used by organizations of all sizes.
[Presenters: Vince Zumbo & Patrick Burns, Autotask]
Session 1 - The Value-adding Finance OrganizationStephen G. Lynch
The document summarizes a presentation on transforming finance organizations to be more value-adding. It discusses the goals of becoming more efficient and strategic. It outlines challenges such as complexity, disparate systems and processes. It then provides opportunities to overcome these challenges through standardization, simplification, and global delivery models. The overall message is that high performance is achieved through integrating people, processes, technology and information.
This document provides a summary of Satyanand Bhattiprolu's qualifications and experience. It outlines his 16+ years of experience in finance and accounting roles, including financial reporting, planning, auditing, taxation, operations management, and people management. Currently he is the CFO of MediSys Edutech Private Limited, where he oversees finance functions, fundraising, compliance, and a team of 16 people. Previously he held senior finance roles at BioGenex Life Sciences Private Limited and has expertise in both Indian and international accounting standards.
Paul N. Langevin has over 20 years of experience in operational and strategic leadership roles in finance, accounting, and government contracting. He has extensive experience as a CFO and senior executive, managing all finance, accounting, compliance, and administrative functions for companies ranging from $20M to over $1B in revenue. He has expertise in GAAP accounting, financial reporting, audit and tax compliance, pricing and government contracting regulations.
The document discusses improving the success rate of mergers and acquisitions (M&A) for technology companies. It states that while most focus is placed on financial and legal due diligence, M&A deals often fail due to unaddressed strategic, business, operations, and integration issues. The author recommends expanding due diligence to include independent reviews of these other factors, and improving post-merger integration planning and management, in order to better assess risks and create longer-term value. Bonocore Technology Partners provides consulting services to assist with strategic assessments, integration program management, and lessons learned workshops for improving M&A success.
White Paper: Predictability Through Planning AgilityHost Analytics
Outperform your competition by making financial processes more relevant in driving organizational excellence, efficiency and informed decision-making, while improving forecast and budget accuracy.
The report examines companies' business planning processes and finds that:
1) While many companies' planning meets expectations, only 33% achieve excellent performance in planning, budgeting, and forecasting.
2) Companies with decentralized planning processes are more likely to accurately forecast revenue within 2% but are less efficient than centralized peers.
3) Most companies (61%) centralize planning at the corporate level, while 21% decentralize among business units. Centralized planning is more efficient but decentralized planning yields more accurate forecasts.
4) Many companies take over 15 days on average to complete revenue forecasts, strategic plans, operating plans, and annual budgets indicating room for improved cycle times.
- Large organisations are undertaking Legal Entity Rationalisation (LER) to simplify overly complex corporate structures that have evolved over time through acquisitions and other activities. Having too many legal entities presents challenges like inability to adapt to changes and increased costs.
- The LER process involves reviewing the corporate structure and operating model to determine which entities are non-essential and can be eliminated. Areas like legal, tax, accounting, IT, operations must be considered.
- A case study describes a financial services firm that undertook LER after an acquisition to integrate the businesses under a simpler, more efficient structure. The project identified 38 entities that could be eliminated, with significant estimated cost savings and a payback period of less than 3 months
This presentation gives an in-depth look at the comprehensive due diligence process. It covers the framework for due diligence, its purpose, and types. This presentation is incrediably valuable for anyone doing or looking to do transactional work.
Sattam Farog Mahboob is a senior finance and accounts professional with over 16 years of experience in financial management roles across various industries. He has expertise in areas such as financial strategy, budgeting, reporting, auditing, and process improvement. Currently he is the Finance Director for the cash and security business at Almajal & G4s, where he oversees operations and works to maximize profitability.
This document outlines a due diligence checklist for reviewing a company. It includes sections to review the company's corporate organization, publicly filed documents, financial statements and forecasts, taxes, audits, real property and equipment, intangible assets, products, and the overall industry. The checklist contains over 50 individual items to evaluate the company's legal, financial, operational, and competitive position.
Role of due diligence in mergers and acquisitionChenoy Ceil
Due diligence is the process of evaluating a potential merger or acquisition by investigating financial, legal and other material information. It helps identify risks and structure the transaction. Key aspects of due diligence include analyzing company documents, reports, contracts and intellectual property. Conducting due diligence helps validate the business plan and mitigate risks to make the transaction successful. It is an ongoing process that continues throughout the alliance between the merging companies.
Outcome(s)
Over a one year period, the company realized savings in excess of $32M for hard cost, soft cost, cost avoidance, human capital labor, all with sustainable measures.
Each year our client initiated the Request for Proposal, best practice, and sustainable
measures implemented within a proactive and communicative centralized
procurement department.
The ATS approach, as conducted for all clients, resulted in the customized solutions
to the company’s environment, challenges, and needs. The end result not
only stopped after we completed all of these projects, but continued through the
education ATS brought, turnkey and automated software systems, data intelligence
for vendor sourcing, and up to licenses, contracts, and agreements.
The most significant impact to this company was the teamwork that started occurring
as a result of ATS recommendations being implemented within the company.
From the involvement, came ideas, which resulted in applied actions and
solutions, and actual ownership. This entire change management process helped
the teams in this company to sustain the savings, efficiencies, compliance, vendor
management and evaluation, continued best practice and SOPs changes as the
company continued to excel in growth, more than doubling in revenues, additions
of new enterprises, and the train the trainer model.
This document summarizes the qualifications and experience of Nathaniel H. Echols, a corporate financial executive with over 20 years of experience in government contracting environments. He has held roles such as Vice President of Finance and Administration, Controller, CFO, and Director of Finance and Administration for various companies. Echols has extensive experience implementing accounting software, developing budgets, financial reporting, and ensuring regulatory compliance for contracts. He possesses security clearances and expertise in areas such as cost accounting, overhead expenses, and federal acquisition regulations.
This document summarizes the results of a survey of over 1,000 attendees at a finance industry conference on emerging accounting issues in the Canberra market. Planning for a tight fiscal environment was identified as the top issue, with 22% of respondents ranking it as their highest priority. Implementation of the Public Governance, Performance and Accountability Act 2013 (PGPA Act) was the second highest issue at 16%. The document provides further details on these two top issues, noting the pressure on agencies to do more with less funding, and the ongoing challenges of transitioning to the new PGPA Act requirements.
Third Party Due Diligence - Know Your Third Party - EY IndiaErnst & Young
This document discusses key components of an effective third-party due diligence program to manage compliance risks. It recommends taking a risk-based approach, with varying levels (I, II, III) of investigation based on perceived risk. Level I involves open-source checks, Level II adds localized records searches and reference calls, and Level III includes on-site inspections. An effective program incorporates consistency, management oversight, objectivity, and reasonableness. Management should establish standards, provide oversight, and take appropriate actions. Due diligence procedures should be documented, centralized, and follow predictable rules to reduce ambiguity and demonstrate a fact-based, defensible process.
The document provides an overview of a presentation given by LPL Financial Holdings Inc. It includes statements regarding LPL's future plans and financial performance, as well as required disclosures around forward-looking statements and non-GAAP financial measures. The presentation focuses on LPL's strategy to capture opportunities by growing revenues, creating efficiencies through technology investments, enhancing its risk and compliance culture, and strengthening its financial performance.
This document discusses due diligence in international transactions. It begins with an introduction that defines due diligence and its importance when evaluating potential investments, mergers, or acquisitions. It then discusses the different types of due diligence, including legal, financial, and commercial due diligence. The document also outlines the key steps in a typical due diligence framework. Finally, it emphasizes the importance of due diligence for reducing risk and gaining valuable information when conducting international business transactions.
Michael Burgess - Detailed Consulting Profile Michael Burgess
Michael is an experienced accounting and finance professional with over 30 years of experience in taxation, accounting, financial controls, risk assessment, and project management. He has worked in a variety of industries and has expertise in technical accounting issues, financial analysis, and regulatory reporting. Michael has an MBA in taxation and is a CPA.
October 2010 - CFO Roundtable - James Herman, Bob MooreAnnArborSPARK
This document discusses the benefits of hiring a CFO for a business. It notes that a CFO can help ensure a business has a realistic business plan, understands its market and competition, maximizes existing resources, controls costs and spending, and leverages technology properly. A CFO can also help a business access financing, increase profits and cash flow, clarify financial goals, and plan an exit strategy. The document provides two case studies that illustrate how a CFO helped transport company triple its revenue and increase profits to 20% and helped a biotech startup raise $20 million.
CERAMIC AND SCULPTURE WORKSHOPSite Visit ReportAbhishek Mewada
CLAY: Natural rock or soil which is fine grained and contain silica , alumina , organic matter.
Types : Earthenware , Stoneware, Porcelain.
CLAYBODY : Consist of different materials like silica , clay , fluxes , grog.
Types : Earthenware , Stoneware , Porcelain.
The industrial visit was a two day trip to the Nagarjuna Sagar Hydro Power Plant. 28 students and 3 faculty members from the Department of Electrical and Electronics Engineering participated in the visit. The main purposes of the visit were to see the real time operations of the hydro power plant, understand how the turbine works to generate power, and how water flows to the turbine. Key aspects of the plant included the dam, power generation units with a total capacity of 815.6 MW, and the canals that provide irrigation water to local districts. The students gained valuable practical knowledge about hydroelectric power generation during the visit.
This site visit report summarizes Yap Zhi Xin's visit to a Mozart garden terrace house construction site in Cyberjaya. The project involves building 75 terrace houses of 3 types between 3-4 stories high. During the visit, the project manager and engineer briefed the group and explained the combination of pad and raft foundations. Observations included scaffolding, formwork, reinforcement bars, concrete mixing, and temporary facilities. The report concludes the visit provided valuable practical experience beyond classroom learning, giving insight into construction processes, materials, equipment, and design that will benefit the student's studies and future career as a quantity surveyor.
This document provides a summary of Satyanand Bhattiprolu's qualifications and experience. It outlines his 16+ years of experience in finance and accounting roles, including financial reporting, planning, auditing, taxation, operations management, and people management. Currently he is the CFO of MediSys Edutech Private Limited, where he oversees finance functions, fundraising, compliance, and a team of 16 people. Previously he held senior finance roles at BioGenex Life Sciences Private Limited and has expertise in both Indian and international accounting standards.
Paul N. Langevin has over 20 years of experience in operational and strategic leadership roles in finance, accounting, and government contracting. He has extensive experience as a CFO and senior executive, managing all finance, accounting, compliance, and administrative functions for companies ranging from $20M to over $1B in revenue. He has expertise in GAAP accounting, financial reporting, audit and tax compliance, pricing and government contracting regulations.
The document discusses improving the success rate of mergers and acquisitions (M&A) for technology companies. It states that while most focus is placed on financial and legal due diligence, M&A deals often fail due to unaddressed strategic, business, operations, and integration issues. The author recommends expanding due diligence to include independent reviews of these other factors, and improving post-merger integration planning and management, in order to better assess risks and create longer-term value. Bonocore Technology Partners provides consulting services to assist with strategic assessments, integration program management, and lessons learned workshops for improving M&A success.
White Paper: Predictability Through Planning AgilityHost Analytics
Outperform your competition by making financial processes more relevant in driving organizational excellence, efficiency and informed decision-making, while improving forecast and budget accuracy.
The report examines companies' business planning processes and finds that:
1) While many companies' planning meets expectations, only 33% achieve excellent performance in planning, budgeting, and forecasting.
2) Companies with decentralized planning processes are more likely to accurately forecast revenue within 2% but are less efficient than centralized peers.
3) Most companies (61%) centralize planning at the corporate level, while 21% decentralize among business units. Centralized planning is more efficient but decentralized planning yields more accurate forecasts.
4) Many companies take over 15 days on average to complete revenue forecasts, strategic plans, operating plans, and annual budgets indicating room for improved cycle times.
- Large organisations are undertaking Legal Entity Rationalisation (LER) to simplify overly complex corporate structures that have evolved over time through acquisitions and other activities. Having too many legal entities presents challenges like inability to adapt to changes and increased costs.
- The LER process involves reviewing the corporate structure and operating model to determine which entities are non-essential and can be eliminated. Areas like legal, tax, accounting, IT, operations must be considered.
- A case study describes a financial services firm that undertook LER after an acquisition to integrate the businesses under a simpler, more efficient structure. The project identified 38 entities that could be eliminated, with significant estimated cost savings and a payback period of less than 3 months
This presentation gives an in-depth look at the comprehensive due diligence process. It covers the framework for due diligence, its purpose, and types. This presentation is incrediably valuable for anyone doing or looking to do transactional work.
Sattam Farog Mahboob is a senior finance and accounts professional with over 16 years of experience in financial management roles across various industries. He has expertise in areas such as financial strategy, budgeting, reporting, auditing, and process improvement. Currently he is the Finance Director for the cash and security business at Almajal & G4s, where he oversees operations and works to maximize profitability.
This document outlines a due diligence checklist for reviewing a company. It includes sections to review the company's corporate organization, publicly filed documents, financial statements and forecasts, taxes, audits, real property and equipment, intangible assets, products, and the overall industry. The checklist contains over 50 individual items to evaluate the company's legal, financial, operational, and competitive position.
Role of due diligence in mergers and acquisitionChenoy Ceil
Due diligence is the process of evaluating a potential merger or acquisition by investigating financial, legal and other material information. It helps identify risks and structure the transaction. Key aspects of due diligence include analyzing company documents, reports, contracts and intellectual property. Conducting due diligence helps validate the business plan and mitigate risks to make the transaction successful. It is an ongoing process that continues throughout the alliance between the merging companies.
Outcome(s)
Over a one year period, the company realized savings in excess of $32M for hard cost, soft cost, cost avoidance, human capital labor, all with sustainable measures.
Each year our client initiated the Request for Proposal, best practice, and sustainable
measures implemented within a proactive and communicative centralized
procurement department.
The ATS approach, as conducted for all clients, resulted in the customized solutions
to the company’s environment, challenges, and needs. The end result not
only stopped after we completed all of these projects, but continued through the
education ATS brought, turnkey and automated software systems, data intelligence
for vendor sourcing, and up to licenses, contracts, and agreements.
The most significant impact to this company was the teamwork that started occurring
as a result of ATS recommendations being implemented within the company.
From the involvement, came ideas, which resulted in applied actions and
solutions, and actual ownership. This entire change management process helped
the teams in this company to sustain the savings, efficiencies, compliance, vendor
management and evaluation, continued best practice and SOPs changes as the
company continued to excel in growth, more than doubling in revenues, additions
of new enterprises, and the train the trainer model.
This document summarizes the qualifications and experience of Nathaniel H. Echols, a corporate financial executive with over 20 years of experience in government contracting environments. He has held roles such as Vice President of Finance and Administration, Controller, CFO, and Director of Finance and Administration for various companies. Echols has extensive experience implementing accounting software, developing budgets, financial reporting, and ensuring regulatory compliance for contracts. He possesses security clearances and expertise in areas such as cost accounting, overhead expenses, and federal acquisition regulations.
This document summarizes the results of a survey of over 1,000 attendees at a finance industry conference on emerging accounting issues in the Canberra market. Planning for a tight fiscal environment was identified as the top issue, with 22% of respondents ranking it as their highest priority. Implementation of the Public Governance, Performance and Accountability Act 2013 (PGPA Act) was the second highest issue at 16%. The document provides further details on these two top issues, noting the pressure on agencies to do more with less funding, and the ongoing challenges of transitioning to the new PGPA Act requirements.
Third Party Due Diligence - Know Your Third Party - EY IndiaErnst & Young
This document discusses key components of an effective third-party due diligence program to manage compliance risks. It recommends taking a risk-based approach, with varying levels (I, II, III) of investigation based on perceived risk. Level I involves open-source checks, Level II adds localized records searches and reference calls, and Level III includes on-site inspections. An effective program incorporates consistency, management oversight, objectivity, and reasonableness. Management should establish standards, provide oversight, and take appropriate actions. Due diligence procedures should be documented, centralized, and follow predictable rules to reduce ambiguity and demonstrate a fact-based, defensible process.
The document provides an overview of a presentation given by LPL Financial Holdings Inc. It includes statements regarding LPL's future plans and financial performance, as well as required disclosures around forward-looking statements and non-GAAP financial measures. The presentation focuses on LPL's strategy to capture opportunities by growing revenues, creating efficiencies through technology investments, enhancing its risk and compliance culture, and strengthening its financial performance.
This document discusses due diligence in international transactions. It begins with an introduction that defines due diligence and its importance when evaluating potential investments, mergers, or acquisitions. It then discusses the different types of due diligence, including legal, financial, and commercial due diligence. The document also outlines the key steps in a typical due diligence framework. Finally, it emphasizes the importance of due diligence for reducing risk and gaining valuable information when conducting international business transactions.
Michael Burgess - Detailed Consulting Profile Michael Burgess
Michael is an experienced accounting and finance professional with over 30 years of experience in taxation, accounting, financial controls, risk assessment, and project management. He has worked in a variety of industries and has expertise in technical accounting issues, financial analysis, and regulatory reporting. Michael has an MBA in taxation and is a CPA.
October 2010 - CFO Roundtable - James Herman, Bob MooreAnnArborSPARK
This document discusses the benefits of hiring a CFO for a business. It notes that a CFO can help ensure a business has a realistic business plan, understands its market and competition, maximizes existing resources, controls costs and spending, and leverages technology properly. A CFO can also help a business access financing, increase profits and cash flow, clarify financial goals, and plan an exit strategy. The document provides two case studies that illustrate how a CFO helped transport company triple its revenue and increase profits to 20% and helped a biotech startup raise $20 million.
CERAMIC AND SCULPTURE WORKSHOPSite Visit ReportAbhishek Mewada
CLAY: Natural rock or soil which is fine grained and contain silica , alumina , organic matter.
Types : Earthenware , Stoneware, Porcelain.
CLAYBODY : Consist of different materials like silica , clay , fluxes , grog.
Types : Earthenware , Stoneware , Porcelain.
The industrial visit was a two day trip to the Nagarjuna Sagar Hydro Power Plant. 28 students and 3 faculty members from the Department of Electrical and Electronics Engineering participated in the visit. The main purposes of the visit were to see the real time operations of the hydro power plant, understand how the turbine works to generate power, and how water flows to the turbine. Key aspects of the plant included the dam, power generation units with a total capacity of 815.6 MW, and the canals that provide irrigation water to local districts. The students gained valuable practical knowledge about hydroelectric power generation during the visit.
This site visit report summarizes Yap Zhi Xin's visit to a Mozart garden terrace house construction site in Cyberjaya. The project involves building 75 terrace houses of 3 types between 3-4 stories high. During the visit, the project manager and engineer briefed the group and explained the combination of pad and raft foundations. Observations included scaffolding, formwork, reinforcement bars, concrete mixing, and temporary facilities. The report concludes the visit provided valuable practical experience beyond classroom learning, giving insight into construction processes, materials, equipment, and design that will benefit the student's studies and future career as a quantity surveyor.
The document discusses different types of ceramic materials and their manufacturing processes. It describes three basic types of ceramics - traditional ceramics used for clay products, new ceramics with superior properties, and glasses based on silica. It also explains various shaping processes for ceramics like slip casting, plastic forming, semi-dry pressing and dry pressing based on the water content in clay mixtures. Drying and firing processes are also summarized to provide strength and hardness to ceramic parts.
Ceramics are a wide-ranging group of materials made from clays, sand, and feldspar. They include whitewares like ceramics, refractories used in high-temperature applications, and glasses. Ceramics have various applications including structural, electrical, chemical, and advanced uses in areas like engines. Advanced ceramics made of materials like silicon nitride, silicon carbide, and alumina are used for heat-resistant and durable components.
This presentation summarizes Marshall Lewis' school year. It highlights that he is known for riding dirt bikes, quads, and skateboarding. Next year, he plans to play soccer and get involved in media. He has learned how to create keynotes and that making money can be difficult. Relationships with friends and family have improved. Marshall aims to get back into sports next year. Teachers say he has grown as a student and takes responsibility for his work.
The document contains questions about common elements of tabloid news articles including: the lead paragraph, details under a headline, attribution of the author, editorials, facts in the main body, all-caps bold headlines, techniques like wordplay used in headlines, and recapping or concluding paragraphs. It also asks which British newspaper, The Daily Mirror or The Daily Telegraph, has higher sales.
Blogging as part of your content marketing strategyJohn Watton
Presentation giving at a B2B Marketing Seminar in London, April 2010. Shares my thoughts and experiences in blogging/social media/content marketing in the world of B2B.
A football tournament will be held in Calldetenes from July 18-20 for cadet and infantil teams, featuring very good facilities including a nice football field. The tournament offers free admission and very good food. Organizers are waiting for teams to participate in the upcoming football tournament.
Jeanne Duprau is an author born in 1944 in San Francisco, California. She has written several books for young adults including The City of Ember series and The People of Sparks series. As a child, she loved reading and writing stories. Now she continues to write books from her home in Menlo Park, California and one of her works is being adapted into a movie.
Vera is a young Aleutian girl living on an island in Alaska when Japan attacks Pearl Harbor in 1941. The U.S. government relocates Vera and other Aleutians to internment camps, where disease breaks out and many die. After the war ends, the Aleutians are finally allowed to return home, only to find their villages destroyed. The population of Vera's home island is now only about 100 people, much smaller than the school the authors attend.
This document promotes design services to accelerate business through powerful advertising, unique corporate identity, impactful presentations, compelling sales tools, and innovative web design. Strategic design is described as avant garde, bold, clear, cutting edge, insightful, and striking. The overall message is that design can help boost a business.
Peter Gallagher worked as an Executive Director and Corporate Communications Financial Writer at Morgan Stanley from 2011 to 2012. In this role, he wrote executive communications including speeches, talking points, memos, earnings releases, and proxy materials. He also participated in earnings due diligence, drafting responses to regulations, launching the company's corporate Twitter presence, and refreshing its values. Gallagher demonstrated skills in clearly explaining complex financial issues, working collaboratively with various stakeholders, and moving projects forward in a challenging corporate environment.
Gastcollege Universiteit Utrecht 'Games in het onderwijs'Thijs de Vries
Voor de Universiteit Utrecht, docentenopleiding Maatschappijleer, heb ik een presentatie verzorgd over de toepassing van games in en gamification van het onderwijs.
This tutorial is an advanced guide to Quartz plugin. It includes a quick presentation on Quartz plugin, the task artefact, Quartz Grails plugin Meta data, plugin events and application reloading. The tutorial begins with a section of introduction to Quartz plugin. It presents how to use a Quartz plugin and what all is inside the Quartz plugin. Following is a Task section. It includes the Grails artefact, the task artefact and talks about how it was created by the quartz plugin to model the idea of a job.
The next section is on Quartz Grails plugin Meta data. It involves the Quartz plugin Meta data and what it does with spring, dynamic methods and application context. The last section of the tutorial talks about the plugin events and application reloading. It includes the plugin events and application reloading, a plugin can listen to events on change, configchange and shutdown.
The document outlines how to build a "Black Men Speak" group for promoting wellness and recovery in communities of color. It describes the mission of Black Men Speak as informing the public about issues facing African American men with mental health and substance abuse challenges. The group shares members' stories to promote healing from stigma and increase wellness. The document provides biographies of founding members and describes how the group developed from a consumer champions pool, gaining community support and presenting to various venues to share experiences and encourage others.
In the first episode of the Tech Girl Podcasts from July 2010, the host discusses the concept of Web 2.0 and how it enables user-manipulated content, collaboration, and information sharing through technologies like social media, blogs, wikis, file sharing, and content aggregation. The podcast credits various images used from sites like Flickr, blogs, universities, and technology companies to illustrate these Web 2.0 concepts.
FTI Consulting is a global business advisory firm that is uniquely positioned to provide holistic expert advice to businesses that are facing financial distress due to the impact of COVID-19 and companies seeking government support through the CARES Act.
Rob Walls is a Certified Public Accountant (CPA) who provides advisory services to government contractors. He has over 25 years of experience assisting clients with compliance with Federal Acquisition Regulation (FAR) and Cost Accounting Standards (CAS). His experience includes developing internal controls, evaluating indirect rate structures, and interacting with government auditors. He has held positions providing advisory, audit, and management services to companies in industries such as aerospace, defense, and construction.
State & Federal programs that will help boost the competitiveness of small to...OH!Manufacturing
It’s difficult to imagine how to not answer these questions affirmatively. That’s why it’s important to understand
the resources available to you. As you may or may not be aware, agencies at both state and federal levels view
the manufacturing sector as a key component of economic growth and offer a number of programs including training, funding, and loan offerings that can have a very positive impact on your business.
State and Federal Programs That Will Boost Competitiveness of Small to Mid-Si...PolymerOhio, Inc.
Could your organization benefit by accessing programs designed to maximize profitability and efficiency? Would learning more about how to access valuable savings in everything from the research and development to production phases of your manufacturing business help in any way?
It’s difficult to imagine how to not answer these questions affirmatively. That’s why it’s important to understand the resources available to you. PolymerOhio can help you navigate these complex waters. For starters, we’ve recently published a new eGuide: “State and Federal programs that will help boost the competitiveness of small to mid-sized manufacturers.”
The guide is intended to help you better understand your options by highlighting a few of the available programs. It should not be considered an exhaustive list, rather a sampling of what you can expect to find if you look.
Fiscal Management - United States - Individual States Performancepaul young cpa, cga
This document provides information on state deficits and debt in the United States. It lists the top 10 states with the highest per capita debt and the bottom 10 states with the lowest per capita debt. It also discusses fiscal management cycles, bond ratings, performance and operational audits, internal controls, and value for money auditing in the public sector. The document aims to analyze state fiscal situations and provide guidance on financial management best practices for governments.
NGMA Monthly Training Luncheon
October 21, 2015
Are your Internal Controls in Order? Updating financial management policies to ensure compliance with the new UGG.
The document discusses PricewaterhouseCoopers' (PwC) IPO readiness assessment services. It notes that completing an assessment early allows management to understand requirements, timelines, and resource needs before beginning IPO planning. PwC's assessment covers areas like accounting policies, disclosures, corporate governance, and systems to identify gaps between current capabilities and public company demands. The assessment helps maximize IPO value by informing management's understanding and strategic planning.
Understanding the gsa schedule program j kilian 031009jpeabody
This document provides an overview of the GSA Schedule Program. It discusses the benefits of obtaining a GSA Schedule, including preferred access to the federal market and expedited procurement processes. The presentation outlines the key steps involved in applying for a GSA Schedule, including identifying appropriate schedules, developing a proposal, negotiations, and post-award administration. It also reviews realities of marketing to the government such as the need for persistence and understanding agency buying processes. Online resources for additional GSA information are also provided.
John Derpich has over 35 years of experience in operations, risk management, governance, IT, and finance in the financial services and insurance industries. He held vice president roles at American International Group and Chartis International where he established vendor risk management programs and governance policies. Prior to that, he was Vice President of Operations and Financial Controller at American International Underwriters where he realized over $20 million in cost savings through outsourcing, offshoring, and process improvements.
The auditor conducted 29 audits in 2014, examining firms for compliance with standards. Their top priorities were risk analysis, communicating standards to clients, and monitoring policies. They created an audit schedule, implemented new procedures, and updated insurance requirements. Milestones included completing recalls and discussions with MCM. Goals for the upcoming year are to help implement the transition to an integrated MCM/ACF audit program. The auditor believes additional training could improve their skills and duties may change once the transition is complete.
Mergers and acquisitions are both aspects of strategic management, corporate finance and management dealing with the buying, selling, dividing and combining of different companies and similar entities that can help an enterprise grow rapidly in its sector or location of origin, or a new field or new location, without creating a subsidiary, other child entity or using a joint venture. M&A can be defined as a type of restructuring in that they result in some entity reorganization with the aim to provide growth or positive value. Consolidation of an industry or sector occurs when widespread M&A activity concentrates the resources of many small companies into a few larger ones, such as occurred with the automotive industry between 1910 and 1940. The distinction between a "merger" and an "acquisition" has become increasingly blurred in various respects (particularly in terms of the ultimate economic outcome), although it has not completely disappeared in all situations. From a legal point of view, a merger is a legal consolidation of two companies into one entity, whereas an acquisition occurs when one company takes over another and completely establishes itself as the new owner (in which case the target company still exists as an independent legal entity controlled by the acquirer). Either structure can result in the economic and financial consolidation of the two entities. In practice, a deal that is a merger for legal purposes may be euphemistically called a "merger of equals" if both CEOs agree that joining together is in the best interest of both of their companies, while when the deal is unfriendly (that is, when the management of the target company opposes the deal) it is almost always regarded as an "acquisition". Change management is an important component of talent management, and materially contributes to the success of M&A integration. Talent Management System (TMS)
Success with mergers, acquisitions, divestitures, integration (MADI), including M&A due diligence, requires the design and execution of a customized MADI Plan to ensure achievement of business outcomes, and optimal integration and alignment of the organization’s talent and cultures. A sample framework for M&A, and M&A integration (including talent, process, technology, and execution tools) is presented and discussed herein. Actual approach, techniques, tools, and resources remain to be determined based on business needs, industry practices, geographical practices, organizational preferences, etc.
The document discusses outsourcing governance. It begins with an overview of governance trends related to functions, benefits, and vendor management. It then discusses how to get stakeholders engaged and where the value add of governance lies. The document provides examples of governance processes and a case study of how governance was implemented for a telemarketing outsourcing project. The case study describes the process used, from issuing a request for proposal to site visits and oral presentations with finalist vendors.
This document provides a summary of Puja Bajaj's experience and qualifications. She has over 10 years of experience in finance roles in banking, finance, and accounts. She currently works as a Senior Regional Improvement Manager at Ericsson India Global Services, where she leads process improvement initiatives. Previously she held finance roles at Macquarie Global Services and The Bank of Tokyo-Mitsubishi UFJ. She has extensive experience in accounts payable, receivable, remittance, and regulatory compliance. She also has certifications in Six Sigma Yellow and Green Belt.
Puja Bajaj has over 10 years of experience in finance and accounting roles. She currently works as a Senior Regional Improvement Manager for Ericsson, where she leads process improvement initiatives. Previously, she held roles at Macquarie Global Services and The Bank of Tokyo-Mitsubishi UFJ. Puja has a PGDBA in Finance and is Six Sigma Green Belt certified. Her experience includes accounts payable, receivable, remittance processing, and regulatory compliance. She has led projects to optimize invoice processing, increase payment rates, and centralize invoice reception.
The document provides an update on professional issues from the Spring 2008 edition of the Maryland Association of CPAs newsletter. It discusses the top three trends of globalization, technology (Web 2.0), and workforce issues. It also outlines the top six issues facing businesses as financing/credit crunch, keeping up with technology, workforce shortage, rising healthcare costs, rising energy costs, and rising taxes. The document emphasizes that change is constant and understanding trends will help professionals and organizations succeed in a changing marketplace.
Finance Department COSO Implementation MemoTownofAddison
Finance Department Director and Addison CFO Eric Cannon presented this memo and update to City Council on February 10, 2015 concerning the implementation of COSO standards.
Daryl Walter has over 30 years of experience as a Controller, CFO, and financial manager for companies in various industries. He has a proven track record of growing profits, implementing cost-saving initiatives, and developing and implementing financial and accounting systems. He is skilled in all aspects of finance and accounting including budgeting, reporting, auditing, and system implementations. Walter holds a BBA in Accounting and is an active CPA and CMA.
This document discusses fiscal management issues for Canadian provinces. It includes the following:
- Debt per capita levels vary significantly between provinces, with some provinces having their credit ratings downgraded recently.
- Pre-COVID-19, provinces like Ontario were projecting large deficits for the upcoming fiscal year as governments spend more to address the pandemic.
- Performance-based auditing in the public sector focuses on assessing whether objectives are being met and risks to achieving objectives are being managed. It takes a value-for-money approach.
- All organizations can establish internal controls and audit functions to varying degrees, with options like using triggers in databases and accounting software or working with external auditors.
- Governments at
Similar to Improving Procurement-State of Hawaii White Paper September 2015 (20)
Improving Procurement-State of Hawaii White Paper September 2015
1. Improving Procurement
State of Hawaii:
Overview and Recommendations
White Paper
Presented By
Industry Partner:
Lokahi C&T
September 2015
2. Executive Summary: Based on recent procurement issues (e.g. Hawaii Health Connector, Department of Transportation,
OIMT ERP etc.) this white paper suggests the following action items for the State of Hawaii to consider:
Immediate Solution: Develop an Acquisition Oversight/Contract/Project Management “A”-Team for high
dollar/high risk projects. The team would be responsible to monitor and remediate problem contracts.
Oversee the formulation of new contracts and insure “best practices” are strictly adhered to (pre-acquisition
to close out).
Short/Medium/Long-Term Solutions (3-5 years)
•Implement Top 10 list- Focus areas for State Government, National Association State Chief Procurement
Officers (see enclosed for details),
•Prioritize the engagement of Hawaii Small Businesses in State Procurements
● Create an Office of Small Business-State of Hawaii
● Establish Small Business goals and objectives
● Create a Small Business Advocate/Ombudsman position
● Prompt Payment for Small Business (payment 30 days after invoice submittal-burden on Gov’t
to provide a proper review and approval)
•Borrow from the Feds
● GSA Schedule 70 for IT procurements (goods/services)
● Acquisition and Procurement “Best Practices”
● Education and Training of Acquisition and Contract Management Staff
○ Follow the Federal Acquisition Institute (CO, COR and P/PM Level I, II, and III
certifications)
3. Why Improve Procurement?
#State of Affairs: Excessive spending on contracts, lack of accountability/contract oversight (waste/abuse of public
funds; potential for fraud, loss of control on project(s), ultimately failing taxpayers and putting at risk continued
funding from Federal agencies and related sources.
#Recent Examples:
Feds critical of Hawaii's $820 million highway project backlog The money is "waiting to be spent on vital transportation
projects http://www.hawaiinewsnow.com/story/28948850/exclusive-feds-critical-of-hawaiis-820-million-
highway-project-backlog
Hawaii Abandons $13.9 Million Financial Accounting System Apr 24, 2015 - The "FAST" project was supposed to
automate the division's project and ... system that handled accounting for the state Department of Transportation
... Efforts to launch the system failed or were aborted http://www.govtech.com/transportation/Hawaii-
Abandons-139-Million-Financial-Accounting-System-Transportation-System-.html
Hawaii Health Connector Cuts Contract with Vendor for Sub-par Performance http://www.govtech.com/state/Hawaii-Health-
Connector-Cuts-Contract-with-Vendor-for-Subpar-Performance-.html
Aging system needs repair The EPA tells the state to “get it together” or lose millions http://www.staradvertiser.
com/newspremium/20150810_aging_system_needs_repair.html?id=321231091
$200 MILLION OF YOUR MONEY WASTED-State procurement squanders cash and delays services
http://www.hawaiibusiness.com/200-million-of-your-money-wasted/
MEDIA-EXCLUSIVE: State spends nearly $14 million on failed DOT system : Apr 23, 2015 By Keoki Kerr
*"They have failed every single intermediate step in the project," Ige said. "This is typical of how a lot of state projects have been
conducted in the past." "As of today we still have nothing. No system. No working system," said State Senate President Donna Kim, who
said she's working with the governor to prevent failures like this in the future.
*"Over $13 million. What do we have to show for it? Zero. If this was the private sector, somebody's heads would roll," Kim said. Kim
and Ige are upset that the two consultants – BEI and Gartner -- who the state hired to monitor the contractor and manage the project were
paid $6.9 million, the same amount that the main contractor – Ciber -- was paid by the state. Usually consultants are paid a fraction of the
overall project cost.
4. Improving Procurement-How?
•Action items to consider.
•Develop a State of Hawaii Acquisition/Contract Management “A”-Team for high
dollar/high risk projects. (immediate solution)
•Implement Top 10 list- Focus areas for State Government, National Association
State Chief Procurement Officers (short/long term solutions)
•Prioritize Small Business involvement in State Procurements
● Create an Office of Small Business-State of Hawaii
● Establish Annual Small Business goals and objectives.
● Create a Small Business Advocate position.
● Prompt Payment for Small Business (payment 30 days after
invoicePrompt Payment rule makes sure that valid and proper invoices
submitted by vendors are paid on time)
•Borrow from the Feds
● GSA Schedule 70 for IT procurements (goods/services)
● Implement Acquisition and Procurement “Best Practices”
● Mandatory Education and Training of Acquisition and Contract
Management Staff
○ Raise the Competency Bar: Federal Acquisition Institute (CO, COR
5. Improving Acquisition Performance and Successful Project Completions
● Establish an acquisition “A”-Team for high dollar/high risk projects. Highly experienced and
trained team of acquisition professionals empowered to address the most challenging and high
risk State Government projects. Empower the team to take necessary corrective action to insure
on-time/on-budget completion.
Follow the Feds: The White House and Federal agencies have adopted this best practice
approach (examples).
US Digital Service (started from the team that “fixed” Healthcare.gov) https://www.
whitehouse.gov/digital/united-states-digital-service
GSA 18F (assisted acquisition-fee for service) https://18f.gsa.gov/
48 CFR 1.102-4 - Role of the acquisition team. Detailed info:https://www.law.cornell.edu/cfr/text/48/1.102-4
● (e) The FAR outlines procurement policies and procedures that are used by members of the Acquisition Team. If a policy or
procedure, or a particular strategy or practice, is in the best interest of the Government and is not specifically addressed in the
FAR, nor prohibited by law (statute or case law), Executive order or other regulation, Government members of the Team
should not assume it is prohibited. Rather, absence of direction should be interpreted as permitting the Team to innovative
and use sound business judgment that is otherwise consistent with law and within the limits of their authority. Contracting
officers should take the lead in encouraging business process innovations and ensuring that business decisions are sound.
7. Overview The Acquisition Team and Process
The acquisition team consists of all participants in the acquisition process: requiring activity, contractor, finance, Contracting
Officer, legal counsel, COR, resource manager, quality assurance representative, and others, as applicable.
No one person has all the necessary skills for successful contract management. It requires a team with each member having
specialized expertise and responsibilities. Successful acquisition teams typically assign specific duties, develop performance
measures and milestones, and hold team members individually and collectively accountable. Everyone ensures the team has the
target in sight — it is a team effort.
Figure 4-1 illustrates the acquisition team functions involved in the successful completion of the acquisition process.
8.
9. 1. State Procurement Reform and Reengineering of
Procurement Processes
Streamlined procurement processes, modernize procurement law, reduce
laws and regulations complexity, increased focus on negotiations, levels of
delegation to customer agencies, strategic sourcing.
▪Elevate Procurement Reform as a Top Priority (commitment
from the Executive and Legislative Branches)
▪Establish Procurement goals and objectives (performance/small
business)
▪Implement Best Practices-Fed, State and Local
▪Performance Based Acquisitions (service contracts)
Performance-based contracting allows government to acquire services via contracts that define
what is to be achieved, not necessarily how it is done. This creates a boon for government
procurement, providing best-value products and services and pre-screened contractors.
▪???
Recommendations:
10. 2. Spend Analytics and Greater Procurement Oversight and Efficiency
Procurement data collection, analysis and output, spend management
analytics solutions, benefits, data categorization and mapping,
reports, scorecards.
Establish a Procurement database to collect, track, analyze, all
procurements actions in State Government. (spending patterns-find
ways to buy smarter)
Effective Communication- monthly newsletters/updates to Agencies,
Industry partners and constituents (performance scorecards,
forthcoming bid opportunities etc.) Key: Provide effective
communication and transparency in the procurement process.
▪???
Recommendations:
11. 3. Technology Procurement
Planning and managing large IT procurements, early
involvement of state central procurement offices.
*Implement Best Practices approach (pre-bid market research-RFI to
industry, utilize performance based acquisition tools such as: statement
of objectives-a problem statement approach designed to have industry
provide “their” best solution to solve the business need.
*Extensive Market Research during the pre-bid phase to identify the
best solutions and vendors in the category. (Market research is defined
as collecting and analyzing information on the market for a
government requirement).
*Acquisition/Project Management “A-Team” Oversight on all high
risk (mission critical)/high dollar projects (over 2m)
* ???
Recommendations:
12. 4. Measuring Success in State Procurement
Metrics, performance measures, benchmarking, cost
savings benefits, data analysis, spending patterns.
*Establish a Procurement database to collect, track, analyze, all
procurements actions in State Government. (spending patterns-find
ways to buy smarter)
*Implement a Statewide Project Management database (Governor’s
Office to oversee effort) to collect, track, analyze, all major projects in
State Government. (identify Green/Yellow/Red projects; A-Team to
provide oversight and engage on Yellow/Red projects)
*Effective Communication-issue monthly newsletter to Agencies,
Industry partners and constituents (scorecard, forthcoming bid
opportunities etc.) Key: Provide Transparency on how public funds
are spent.
▪???
Recommendations:
13. 5. Procurement Preferences and Socio-Economic Policies
Impact on state procurement and the procurement process; direct and indirect effect
on job creation, economic growth and tax revenue nationwide; small businesses,
minority-, disabled-, veteran-owned businesses; implications of other states’
reciprocity laws; the value of local preferences in today’s global marketplace.
*Create an Office of Small Business-support passage of Legislation (e.g. SB1236--SD1-
Establishes the small business office to administer the state small business program) ref: http:
//www.capitol.hawaii.gov/measure_indiv.aspx?billtype=SB&billnumber=1236
*Identify Hawaii based Small Businesses that match up to known State requirements (Small
Business Advocate…Local vendors support the local community and keeps Hawaii dollars in
the local economy)
*Partner with the US Small Business Administration, Veterans Administration, City and
County of Honolulu Workforce Development, High Technology Development Corporation
and other programs.
*Mentor-Protégé program (links high potential Hawaii SBs’ with global firms—build new
capabilities/knowledge transfer to the Hawaii community-Lockheed Martin, General
Dynamics, etc.
*???
Recommendations:
14. 6. Transformation of IT Procurement to Address Rapidly-changing Market
Trends
Changing role of central IT authority in statewide procurement; cloud strategies and new
contracting models; Anything-as-a-Service (XaaS), standards for XaaS providers addressing
requirements for handling data that is managed through these systems; data governance, service
management, security, privacy, data classification, data ownership, cyber insurance; move from low
cost, base configuration approaches toward high choice, technical flexibility model.
•Utilize innovative procurement approaches to transform IT procurement (industry is a up to
date on the latest and can help educate the government customer)
•Develop relationships with Industry during the market research, pre-bid phase.
•Leverage existing government systems (e.g. City and County of Honolulu ERP system
available capacity…can the State pay a user fee instead of buying a whole new system $200M
est.? http://www.honolulu.gov/it.html) Lease vs. Purchase Analysis. Cloud Computing and
SAAS (software as a service) is becoming the “enabler” for Government to do more with less.
•Outsource IT to vendors who can leverage economies of scale: example-email and file
storage: Google for Government used by 45 States Google Apps costs less than $5 per
employee per month – providing cost savings of as much as 50% annually for many
government organizations. https://www.google.com/work/apps/government/benefits.html
•???
Recommendations:
15. 7. Expansion of ERP and eProcurement Systems
Role of tracking ERP deployments, ROI of e Procurement
investments, funding mechanisms.
• ERP--City and County of Honolulu’s system may have unused capacity-accounting,
finance, HR and Payroll…can the State pay a user fee instead of buying a whole new
system and save $200M est.?) Lease vs. Purchase Analysis. Given the rate of change
in technology it might be “smarter” to lease vs. buy (buy the service instead of the
whole system-plus/maintenance and operation costs)
•Acquisition/Project Management “A-Team” Oversight on enterprise system related
procurements.
•Develop a Center of Excellences (ERP and Government Enterprise Systems)
•Educate the acquisition team and do extensive market research (free) before
spending $$$ on systems.
•Engage industry early on in the market research phase.
•Engage our schools so we train the next generation on these enterprise systems
Recommendations:
16. 8. Increased Professionalization of the State Procurement
Workforce
Standardized training, training management systems,
certifications.
Example: The Office of Federal Procurement Policy and the Federal
Acquisition Institute have established the following certification programs.
Each program includes education, training, and experience requirements.
Contracting (FAC-C)
Contains useful information about the FAC-C Certification, including requirements, training, and contracting competencies.
Contracting Officer's Representative (FAC-COR)
Contains useful information about the FAC-COR Certification, including requirements, training, and COR competencies.
Program and Project Managers (FAC-P/PM)
Contains useful information about the FAC-P/PM Certification, including requirements, training, and P/PM competencies.
17. 9. Procurement Ethical Practices and Principles
Ensuring compliance with ethical codes and practices, transparency,
integrity of the procurement process; zero tolerance for conflicts of
interest, gratuities, kickbacks, unfair and anticompetitive practices.
Example: Code of Ethics
*Integrity in Your Decisions and Actions
*Value for Your Employer
*Loyalty to Your Profession
1. Perceived Impropriety. Prevent the intent and appearance of unethical or compromising conduct in relationships, actions, and
communications.
2. Conflicts of Interest. Ensure that any personal, business, or other activity does not conflict with the lawful interests of your
employer.
3. Issues of Influence. Avoid behaviors or actions that may negatively influence, or appear to influence, supply management
decisions.
4. Responsibilities to Your Employer. Uphold fiduciary and other responsibilities using reasonable care and granted authority to
deliver value to your employer.
5. Supplier and Customer Relationships. Promote positive supplier and customer relationships.
6. Sustainability and Social Responsibility. Champion social responsibility and sustainability practices in supply management.
7. Confidential and Proprietary information. Protect confidential and proprietary information.
8. Reciprocity. Avoid improper reciprocal agreements.
9. Applicable Laws, Regulations, and Trade Agreements. Know and obey the letter and spirit of laws, regulations, and trade
agreements applicable to supply management.
10. Professional Competence. Develop skills, expand knowledge, and conduct business that demonstrates competence and
promotes the supply management profession.
18. 10. Strategic Role of State Central Procurement
Procurement operations and solutions for operationalizing state-wide
policies, active participation in the state laws and executive decisions
addressing procurement, seat at the table, elevated role and
hierarchy in the executive branch for central public procurement
office.
21. > High Risk > Improving the Management of IT Acquisitions and
Operations
Improving the Management of IT Acquisitions and Operations
This information appears as published in the 2015 High Risk Report.
View the 2015
We have identified nine critical factors underlying successful major acquisitions that
support the objective of improving the management of large-scale IT acquisitions across
the federal government: (1) program officials actively engaging with stakeholders; (2)
program staff having the necessary knowledge and skills; (3) senior department and
agency executives supporting the programs; (4) end users and stakeholders involved in the
development of requirements; (5) end users participating in testing of system functionality
prior to end user acceptance testing; (6) government and contractor staff being stable and
consistent; (7) program staff prioritizing requirements; (8) program officials maintaining
regular communication with the prime contractor; and (9) programs receiving sufficient
funding.[1]
22. Seven Steps to Better Procurement
1. Develop a full time, professional procurement staff in all departments: For most staff, state
procurement is now an added responsibility to their usual duties.
2. Make salaries of procurement professionals competitive with private industry: You get what you
pay for.
3. Re-centralize supervision of procurement in the State Procurement Office: Decentralizing, which
was meant to expedite the process, resulted in waste and fraud.
4. Remove exemptions from state procurement code: Far from promoting autonomy, granting
exemptions from the code to certain agencies exposes them to litigation, waste and fraud.
5. Encourage, rather than discourage, reasonable protests of contract awards: A lively, expeditious
protest system is our most effective way to check misconduct and inefficiency in the solicitation
process.
6. Educate, educate, educate: And not only about Hawaii procurement laws, but about innovative
procurement practices in the federal government and elsewhere. Remain open to novel or
mainstream procurement innovations.
7. Invest time and resources in acquisition planning: Up-front planning will make for a smooth
process during the formation and administration of a contract.
Source: Danielle Conway. professor of Law at the University of Hawaii, and Director of the
Hawaii Procurement Institute
23. Acquisition Team (Federal Model)
Define Roles and Assign Responsibilities
It is important that the members of the team understand their roles and responsibilities.
Successful teams are typically ones where specific duties are assigned, performance measures and milestones are developed,
and members are held accountable for individual as well as collective work products.
Normally, leadership of the team is shared between the Program Manager and the Contracting Officer. The Program
Manager is responsible for ensuring that the resulting contract meets the long-range and short-range requirements of the
activity’s mission and that it is designed to produce the intended result.
The Contracting Officer is responsible for managing the contracting process and ensuring all legal and regulatory
requirements are satisfied. It is highly desirable, especially on more complex acquisitions, that a written Project Plan
Agreement be developed that documents the duties, responsibilities, standards and milestones agreed upon by the team
members.
Once a decision is made to acquire products or services through the contracting process, a partnership is formed between the
Program Manager, or the responsible manager from the requiring activity, and the Contracting Officer. These individuals
play a critical role in ensuring that the contracting process is successful. Assisting them is an integrated team of individuals
based upon the complexity and nature of the acquisition. While anyone who can contribute to the success of the acquisition
can be a member of the acquisition team, the following individuals are normally involved either as direct participants or
advisors to the team:
Small Business Office
The Small Business Office provides advice and counsel to the Acquisition Team on all small business matters and assists
them to develop acquisition strategies to maximize participation by small and disadvantaged businesses (Small Business Set
aside or Small Business Subcontracting plans).
24. Competition Advocate
The role of the Competition Advocate is to develop acquisition strategies that foster competition and are consistent with
public law. The Competition Advocate provides advice to the Acquisition Team on all matters involving competition.
General Counsel
The role of General Counsel is to provide legal advice to the Acquisition Team and review Acquisition documents for legal
sufficiency.
Contracting Officer
A Contracting Officer is an individual expressly authorized to enter into, administer and/or terminate contracts. Contracting
Officers are responsible for ensuring that all contract actions comply with appropriate laws, executive orders, regulations and
other applicable procedures, including clearances and approvals.
They are also responsible to ensure that both the government and the contractor comply with the terms and conditions of the
contract. Contracting Officers act as our focal point for customer service, communications and product delivery and
coordinate with our customers to plan and execute acquisition strategies.
While a Contracting Officer may delegate some of his or her duties, for example, a Contracting Officer may designate a
Contracting Officer’s Representative to assist in monitoring the technical aspects of a contract, the Contracting Officer may
never delegate the responsibility to enter into, modify or terminate a contract to anyone else, unless that person is also a
Contracting Officer.
Contracting Officer’s Representative (COR)
A COR is an individual appointed, in writing, by a Contracting Officer who monitors the technical or performance aspects of
a contract and performs other duties specified by their appointment letter. The individual who will serve as the COR once the
contract is awarded, should participate in developing the requirement and other pre-award activities so that he/she is familiar
with all aspects of the contract.
Contract Specialist
The Contract Specialist is an acquisition professional who works directly for the Contracting Officer. The Contract Specialist
performs most of the day-to-day functions required to advertise and award government contracts, i.e. synopsizing
(advertising) the requirement, preparing contract documents for the Contracting Officer’s review and approval, answering
questions from prospective contractors, etc. The Contract Specialist is also responsible for assisting the Contracting Officer
in the administration of the contract.