Publications & Videos
Organizations must accept material risk of fraud within their procurement processes. Failing to recognize this risk exposes them to the full range and deceptive actions of fraudsters and the consequences, which could include potential debarment, contract termination, financial losses, public mistrust, reputation degradation, and criminal and civil penalties. Dare to thrust open the veils of (mis)trust to let in cleansing sunlight.
Who owns the commitment to procurement integrity in a contractor's organization? Traditionally, research and regulations place the requirements at the doorway of the executives as their tone carries throughout the entire workforce.
Procurement fraud, or contract fraud, as it is sometimes called, is believed by many professionals to be one of the most common and costly of all white-collar crimes as it has become increasingly elaborate - many times being electronically driven - and it saddles the public and private sectors with costs to reputation and balance sheets. Most distressingly, it undermines confidence in the organizational structure and its management. The US federal government alone issues over $500 billion per year in federal contracts, grants, and loans - $500 billion of our tax dollars.
No matter where it begins, the commitment to procurement integrity does not end at the doorway of the procurement executives. Procurement integrity carries out through the entire workforce.
Procurement fraud, procurement abuse, and/or acts of non-compliance to procurement policy are, by their very nature, a product of human behavior and perform with willful intent. This article focuses on the personalities of the people the place procurements at risk for fraud, abuse, and/or noncompliance.
Most people in the private and public sectors want to be treated fairly and in good faith, be part of honest and open competition, and obtain or provide goods and services at a reasonable cost. Unfortunately, there are also those who may take the pathway of dishonesty and target the vulnerabilities in the procurement process. Become familiar with these schemes, and you can beat the fraudsters at their own game.
Consists of five major steps to ensure your organization has safeguards in place against contract fraud and abuse which are sufficient to prevent, detect, enhance prompt reporting, and have the capability to respond to such threats—and—that management and the workforce understand their responsibilities in providing a culture of procurement integrity.
Procurement fraud, abuse, and noncompliance to procurement policy is no accident. They are byproducts of the unusual, and sometimes deviant, human behavior with different motivations and justifications for their actions than you and me. Because every global organization, public or private, faces the risk from each of the five personality risk profiles, you must discover and differentiate the faces to develop mitigation steps and assist management in detecting, deterring, and preventing bad behavior.
Five major steps an organization can take to safeguard against procurement fraud and abuse which are sufficient to prevent, detect, ensure prompt reporting, and/or the capability to respond to such threats—and—that management and the workforce understand their responsibilities to ensure procurement integrity.
Office of the Special Inspector General for Pandemic Recovery Letter - Sheryl
SIGPR Letter for Sheryl
SIGPR Letter for Tom
Discussion of the terms whistleblower and whistleblowing, and regulations and information associated.
Fraudsters love a good crisis. Governments worldwide established procurement procedures during COVID-19, but quick actions to save lives often bypassed standard safeguards. Here’s how government agencies during future disasters can limit and/or prevent rampant corruption and fraud.
Agencies continue to rely on emergency procurements as a result of mismanagement rather than to respond to actual emergencies.
Procurement Integrity | 4 Keys to Success
It's the 2nd-largest economic crime on the planet, yet no one is talking about it. Procurement Integrity: what is it and how can your organization leverage today's technologies to prevent fraud?
Sheryl Goodman Steckler, President, Procurement Integrity Consulting Services and Tom Caulfield, Chief Operating Officer, sit down to discuss the importance of continuously monitoring procurement data and systems to reduce losses and optimize procurement processes
Gaining Community Trust in Government Contract and Procurement Fraud Cases
Sheryl Steckler, President at Procurement Integrity Consulting Services, LLC, discusses an investigation in which she found government kickback schemes and other fraud abuses, but was able to gain the trust of the community to help build cooperation during the case.