PED Talks October 2019

Lydia Dexter Author

10/18/2019 Added

22 Plays

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This PED Talks covers the issue of ethics in procurement.

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[00:00:00.470]Okay, everyone, I have taken Julie
[00:00:03.380]and myself off mute, and that's a dangerous thing.
[00:00:07.566](both laughing)
[00:00:09.980]And if you've attended any of our previous PED Talks,
[00:00:12.750]you understand that we will give a presentation.
[00:00:16.570]We like to be interactive.
[00:00:18.480]If you are, thank you for joining us, first off.
[00:00:21.860]If you have before, we're glad you're back.
[00:00:24.610]We hope these continue to be informative discussions
[00:00:28.552]about procurement.
[00:00:29.860]And that's what PED stands for, by the way,
[00:00:32.420]procurement educational discussions.
[00:00:34.600]And then, additionally, if this is your first time,
[00:00:37.920]the logistics of the meeting we're gonna present.
[00:00:41.090]And you've got the chat features open to you.
[00:00:44.120]If you haven't used it before,
[00:00:46.550]there is a place where you can start the chat.
[00:00:49.500]And Julie, I think it's right here under the more,
[00:00:51.830]am I correct? Mm-hmm, yes.
[00:00:52.920]So they can bring up the chat screen.
[00:00:55.990]Julie's monitoring the chat screen.
[00:00:57.940]We also have a few people from the procurement department
[00:01:00.470]that are monitoring as well.
[00:01:02.320]Julie and I are gonna have kind of a conversation.
[00:01:04.690]We're gonna go through these slides
[00:01:05.970]and have a conversation with one another for your benefit
[00:01:09.870]about the material that we're about to present.
[00:01:12.000]Julie, is there anything you wanna add
[00:01:13.460]before we get started?
[00:01:14.500]No, just please be sure
[00:01:16.340]that you ask questions as we go along,
[00:01:18.530]and we will include you in the conversation.
[00:01:21.510]Additionally, we will also open up the lines
[00:01:24.280]at the end if anyone wants to ask a question.
[00:01:26.850]Or at the very least, if you chat us one,
[00:01:29.360]and we think it's coming up later,
[00:01:30.750]we'll talk about it later.
[00:01:32.700]And also, we've got some FAQ opportunity at the end,
[00:01:36.360]or I'm sorry, some case studies at the end.
[00:01:38.660]And by the way, stick around if you got popcorn.
[00:01:40.930]We do have a little video
[00:01:41.850]at the end, too, right, Julie? (Julie chuckles)
[00:01:43.340]That's right.
[00:01:44.173]So we think it'll be interesting.
[00:01:46.420]Okay, so let's get rolling in this topic
[00:01:48.860]that everyone is here to discuss.
[00:01:52.130]First off, ethics in procurement.
[00:01:54.410]So here's our brief agenda today.
[00:01:57.070]What are they?
[00:01:58.010]What are ethics?
[00:01:59.810]We'll give a few definitions.
[00:02:01.290]We'll talk about state law and Board of Regents policies.
[00:02:04.900]Right, Julie? Yup, right.
[00:02:06.310]And then we'll get in
[00:02:07.143]some ethical procurement issues and case studies.
[00:02:10.280]Yes.
[00:02:11.113]Okay?
[00:02:12.900]So first off, what are ethics?
[00:02:14.850]So I think it's a broad term
[00:02:18.220]that maybe everyone on the call,
[00:02:20.320]maybe you've personally experienced a situation
[00:02:23.300]that's made you go hmm
[00:02:25.260]or made your stomach go, ew, I don't know.
[00:02:27.970]Here at the university, I guess the first one could've been,
[00:02:30.680]hey, you don't wanna end up on a cover
[00:02:32.240]of the "Lincoln Journal Star," right?
[00:02:34.600]Or maybe it's one of those things where you wonder,
[00:02:38.850]if you think about any situation,
[00:02:40.850]and you wonder if your mother
[00:02:41.970]would say anything to you about it.
[00:02:44.550]Ethics, common responses to this question
[00:02:46.860]are ethics has to do with what my feelings tell me
[00:02:49.520]is right or wrong, my religious beliefs,
[00:02:53.090]what the law requires, standards of behavior.
[00:02:57.410]I guess I don't know what it means is a legitimate answer.
[00:03:01.390]But at the end of the day, ethics are moral principles
[00:03:05.600]that govern a person or a group's behavior.
[00:03:08.740]And we're here to tell you that we have them.
[00:03:11.830]We all have them individually,
[00:03:13.340]but it also means that we have them collectively.
[00:03:15.840]And we have guidelines from our organization
[00:03:18.560]to tell us how we're supposed to behave
[00:03:20.890]on behalf of the university.
[00:03:22.840]Right.
[00:03:24.053]Anything you wanna add,
[00:03:25.000]Julie? Yeah,
[00:03:25.833]I would just say that if there is any doubt
[00:03:29.730]or if there's any sense of tension if a question arises,
[00:03:34.240]then maybe you need to listen to your gut sometimes
[00:03:37.190]about maybe seeking out the proper response.
[00:03:41.150]And second opinions
[00:03:42.290]are always great. Yup.
[00:03:43.880]Exactly.
[00:03:44.860]In fact, that's one of the tools that you can use
[00:03:47.370]is to have a conversation with someone.
[00:03:49.120]And by the way, our phone number is 402-472-2126
[00:03:54.120]unless you've got Julie on speed dial.
[00:03:55.802](Julie laughs)
[00:03:56.750]We're happy to help if you're ever in a situation
[00:03:58.890]where you're trying to figure out what to do.
[00:04:01.180]So this particular slide is not meant to be an eye chart.
[00:04:05.960]I apologize for that.
[00:04:07.300]But there are so many different ways.
[00:04:10.390]And if any of you have worked with the standard template,
[00:04:12.890]there's even a place on that
[00:04:15.075]that has when you sign off on a contract,
[00:04:17.890]you state that you don't have a conflict
[00:04:20.440]of interest in that purchase.
[00:04:21.880]Is that correct, Julie? That's correct.
[00:04:23.260]It's right above the signature line.
[00:04:24.840]Exactly.
[00:04:25.930]So a conflict of interest, here's just some examples
[00:04:28.740]for those of you listening at home.
[00:04:32.470]And I can read these.
[00:04:33.650]I'll just bullet through them.
[00:04:35.140]But say a relative or a close friend reports
[00:04:38.510]to a supervisor who affects their job responsibilities,
[00:04:41.180]salary, and promotions.
[00:04:42.790]We all kind of can read that one coming, right?
[00:04:46.136]The second bullet, a male or let's say a female manager
[00:04:49.620]dates an opposite-gendered employee who reports to them.
[00:04:56.500]These are examples that are probably pretty commonplace.
[00:05:00.640]An employee starts at a company,
[00:05:02.410]starts a company that provides similar services,
[00:05:04.800]similar clients as those
[00:05:06.070]of that person's main full-time employer.
[00:05:09.500]Now these are all examples of what can and do happen.
[00:05:14.660]They don't hit you necessarily every single day.
[00:05:17.070]But the reason we give these examples
[00:05:18.820]is just to help you understand the dimension
[00:05:22.640]that a conflict of interest is and can take.
[00:05:25.780]And it can take a lot of different forms.
[00:05:27.790]But again, to Julie's statement on the previous slide,
[00:05:32.363]if you've got that feeling or that question mark
[00:05:35.020]on your forehead about a situation,
[00:05:36.720]it's always better to ask.
[00:05:38.170]Right.
[00:05:40.490]Thanks, Julie.
[00:05:41.482]Mm-hmm.
[00:05:42.720]So listed on this slide are some examples
[00:05:45.250]of where and how workplace ethics
[00:05:48.590]actually become more apparent.
[00:05:52.400]And by the way, this is just an example of several, not all,
[00:05:56.300]because they can happen anywhere at all at any given time.
[00:05:59.930]Expense reporting is probably one of the most common areas
[00:06:03.550]where ethics come into play.
[00:06:06.160]One that's recently risen in our lives
[00:06:09.170]is social media, use of social media.
[00:06:11.660]What you say and do on social media
[00:06:14.550]about your employer can have an impact on your employer.
[00:06:19.720]The third bullet, obviously, we're procurement,
[00:06:22.670]and we're here to talk about ethics in procurement.
[00:06:25.910]And by the way, when we use the word purchasing here,
[00:06:28.020]we mean anyone, not just the department
[00:06:31.470]and people that are assigned with the title of purchasing,
[00:06:35.010]or buyer, or sourcing manager, or director of procurement,
[00:06:38.420]or contracts manager in our jobs.
[00:06:41.120]If you find yourself in a situation,
[00:06:44.300]if any employee of the university finds themself
[00:06:46.510]in a situation where they need to spend money
[00:06:50.440]on behalf of the university,
[00:06:51.780]and I don't care where the money is coming from,
[00:06:54.840]whether it came from a donation, or it came from the state,
[00:06:59.340]or it came from federal, or gifts,
[00:07:01.480]right, Julie? Right, grant, anything.
[00:07:03.350]Anything.
[00:07:04.183]You are purchasing.
[00:07:05.430]And those conflicts of interest are,
[00:07:08.010]the rules we're about to discuss today involve you
[00:07:11.840]and anyone who makes those decisions.
[00:07:14.670]Bribes, yes, they do happen even though we all know they,
[00:07:18.150]even the word sounds wrong.
[00:07:20.510]Disclosure of confidential information.
[00:07:22.620]Let me just say on this,
[00:07:24.230]even though we are a public university,
[00:07:27.130]not everything we do is for public consumption.
[00:07:31.440]And by the way, I'm not going to get into the topic
[00:07:34.560]of confidential information at a high level at all today.
[00:07:37.680]We're just introducing it into the list
[00:07:39.420]of where these issues come into play.
[00:07:42.330]Gifts are just a big no-no.
[00:07:47.950]I think, generally,
[00:07:49.450]there is no specifically written guideline on this,
[00:07:52.050]but we talk a little bit about it
[00:07:54.330]in one of our case studies.
[00:07:56.100]Harassment is wrong and an ethical issue.
[00:08:00.570]And then falsifying documents, any type.
[00:08:04.260]So I don't know if there's any other examples
[00:08:07.100]you wanted to share, Julie, before we get rolling.
[00:08:09.950]No, but I just wanted to make the comment.
[00:08:12.790]And I know that most of us here at the university,
[00:08:16.590]as a whole, we try to live an ethical life
[00:08:21.880]and existence here in our jobs,
[00:08:25.210]but as we're going through these bullets,
[00:08:27.490]I could think of specific examples
[00:08:30.820]that I've encountered in my years here at the university
[00:08:34.250]for each one of these, so.
[00:08:36.470]And I don't think that they were maliciously,
[00:08:39.690]it was not intended maliciously.
[00:08:41.690]It was more or less just that I didn't know
[00:08:44.020]or I wasn't sure.
[00:08:45.670]So you just be careful.
[00:08:47.860]And I agree with Julie.
[00:08:50.680]In all my experience, I could count probably on one finger,
[00:08:55.120]and that's not before I came to the university.
[00:08:57.670]People generally just don't know.
[00:08:59.690]Right.
[00:09:00.523]And that's why it's always good
[00:09:01.610]to have someone you can count on, your manager,
[00:09:04.240]your supervisor that you can speak to about a situation.
[00:09:08.950]So let's talk a little bit about ethical procurement.
[00:09:11.710]So before we get into that,
[00:09:13.500]I think it's important to define the word procurement.
[00:09:15.570]My grandchildren still don't know what I do for a living.
[00:09:17.923](Julie chuckles)
[00:09:19.000]But it's the word, I guess colloquially,
[00:09:22.520]people would probably say that's the purchasing department,
[00:09:26.010]or that's where they buy stuff,
[00:09:28.140]okay? Right.
[00:09:28.973]Or we facilitate the process of buying.
[00:09:32.040]Very simply, it is the action
[00:09:34.130]of obtaining or procuring something,
[00:09:36.200]and in this specific instance,
[00:09:38.320]on behalf of the university, for your employer.
[00:09:42.470]And it is not just you buying,
[00:09:44.840]but it also stands for our team, our organization here,
[00:09:48.240]which many of you have heard me say
[00:09:51.190]I prefer we don't get seen as a department
[00:09:53.410]but rather a process that supports the activity
[00:09:55.970]at the university which is done by everyone.
[00:09:59.870]Everyone on the call today
[00:10:01.680]probably have found themselves more or less in situations
[00:10:04.970]where you need to spend funds on behalf of the university,
[00:10:08.310]so this presentation applies to you in those situations.
[00:10:13.570]So how do we keep it ethical?
[00:10:15.810]Well, on a broad level...
[00:10:19.170]And Julie, I'm talking a lot.
[00:10:21.050]Do you wanna take any of this?
[00:10:22.360]You're welcome to.
[00:10:23.500]Well, we can talk about ethics policy.
[00:10:25.710]And the one that procurement has kind of had
[00:10:28.790]as part of our mission ever since I've been here
[00:10:32.320]has been based on the NAEP Code of Ethics.
[00:10:36.940]And you can see there that this is an organization
[00:10:39.750]that is directed at educational procurement.
[00:10:44.670]We are members.
[00:10:45.660]And when we say we, yes,
[00:10:48.350]here in this department or this process,
[00:10:50.690]we are the ones that are more directly involved with NAEP.
[00:10:54.470]But when you think about it on a whole,
[00:10:56.870]everyone who commits money for an expenditure
[00:11:02.690]in order to receive consideration
[00:11:04.990]is going to be a member of this code of ethics.
[00:11:10.010]Yeah, and actually, as members of the NAEP,
[00:11:13.170]all of you actually are able
[00:11:15.800]to access the resources of NAEP, right?
[00:11:18.450]That's right.
[00:11:19.283]So it's a pretty great organization.
[00:11:21.300]And I think our next slide covers that.
[00:11:24.490]The university offers a variety of training in these areas.
[00:11:28.150]Most recently, if you've taken the diversity
[00:11:30.180]and inclusion training which is "OUCH! That Hurts,"
[00:11:35.323]or "OUCH! That's a Stereotype,"
[00:11:37.010]or perhaps the Title XI training.
[00:11:40.120]I'm just giving a few examples.
[00:11:41.960]There's all kinds of training that the university, I think,
[00:11:44.560]has offered in varying dimensions.
[00:11:46.370]And frankly, us here today--
[00:11:48.130]Yeah. Chatting with you
[00:11:49.130]about ethics and procurement.
[00:11:51.040]The university has a hotline to report ethical issues,
[00:11:54.870]or questions, or concerns that you have.
[00:11:57.170]And then you may know this in your own positions.
[00:12:00.580]There are checks and balances in our jobs, right,
[00:12:03.290]that ensure the routing and approval of things is done
[00:12:06.040]so that there's not the same person that does this,
[00:12:09.070]makes a decision about that,
[00:12:10.380]cannot sign off on the end transaction.
[00:12:12.980]And then audits.
[00:12:14.820]Of course, we know they're not necessarily
[00:12:17.160]the most fun thing in our day-to-day work,
[00:12:19.000]but they help us, right?
[00:12:21.220]They help us keep our policies and our guidelines
[00:12:23.504]in check. That's right.
[00:12:24.350]It points out to us sometimes some things
[00:12:26.420]that maybe we'd either forgotten
[00:12:28.620]or were not clear on in the first place.
[00:12:30.490]So they really are beneficial.
[00:12:32.790]I'm talking specifically about internal audits.
[00:12:36.051](both laughing)
[00:12:37.060]They are,
[00:12:37.893]and I'm grateful for those wonderful people.
[00:12:41.020]So I promised you no more eye charts,
[00:12:44.010]but okay, I got one more that I forgot I had here.
[00:12:47.310]But for those of you, we'll pull up this presentation later.
[00:12:51.280]I'm not going to read these,
[00:12:52.560]but this is the Code of Ethics that Julie mentioned.
[00:12:55.680]And this is the National Association
[00:12:57.800]of Educational Procurement Code of Ethics,
[00:12:59.960]which is very similar to a broader organization,
[00:13:03.520]the Institute of Supply Management's Code of Ethics.
[00:13:05.920]And for what it's worth,
[00:13:08.460]you may wanna make yourself familiar with it.
[00:13:10.980]We have it up on the wall in our department.
[00:13:13.060]But it's generally a reminder of guidelines
[00:13:17.960]that help us ensure that we stay,
[00:13:21.000]we keep things at a level
[00:13:24.270]where we're ensuring we promote a spirit of opportunity,
[00:13:29.490]and competitive opportunity,
[00:13:31.240]and open door for all suppliers.
[00:13:34.160]We have ways we make business decisions,
[00:13:36.830]and this code of ethics helps guide all of our policies
[00:13:40.780]on behalf of the university for procurement.
[00:13:43.490]In addition to that, there's some other guidelines,
[00:13:45.940]right, Julie?
[00:13:46.773]Oh, yeah.
[00:13:47.671](both laughing)
[00:13:48.504]Oh, yeah, I forgot the state. No, I didn't.
[00:13:50.780](Julie laughs) You wanna take this one or you want me to?
[00:13:53.080]Well, I mean, (Maggie laughs)
[00:13:54.830]everybody has heard me quote chapter
[00:13:57.550]and verse over the years about different state statutes,
[00:14:01.930]and there are many, and they are varied.
[00:14:04.900]And we won't bore you with this.
[00:14:07.540]But basically, this just will point you
[00:14:09.610]to the actual state statute
[00:14:11.410]that you're welcome to go out and peruse.
[00:14:14.790]I'm sure everyone is just chomping at the bit
[00:14:16.670]to get out there and look through some statutes.
[00:14:20.080]But because we are a state institution,
[00:14:25.329]we are at the mercy of the state, we work for the state,
[00:14:30.320]we're held in a high esteem
[00:14:32.160]as far as trying to be compliant with state statutes,
[00:14:37.290]and laws, and policy, as well as Board of Regents.
[00:14:40.480]So it doesn't ever hurt to really try
[00:14:43.330]to familiarize yourself with these
[00:14:45.040]no matter how boring they are.
[00:14:46.980]You take them apart and--
[00:14:48.680]Yeah, absolutely.
[00:14:49.850]And by the way, for those of you on the call
[00:14:51.660]who may have never seen it before,
[00:14:53.560]the phrase materiel administrator,
[00:14:56.210]it means someone who obtains, or anyone, an employee,
[00:15:00.340]read those first four words,
[00:15:01.930]materiel administrator or employee,
[00:15:05.050]financial or beneficial personal interest forbidden.
[00:15:08.550]So that means anyone having any kind of personal interest
[00:15:12.070]is forbidden in transactions on behalf of the state.
[00:15:16.430]Gifts and rebates prohibited, violations penalty.
[00:15:19.690]Now I'm gonna make a definition just briefly around rebates.
[00:15:24.400]The concept of incentives and things of that nature
[00:15:28.760]that come back to the university
[00:15:30.820]for volume, activity, or agreements,
[00:15:34.580]those are given back to the university
[00:15:37.210]and utilized within the furtherance of the university
[00:15:40.530]in the business operations.
[00:15:42.460]We as individuals are not allowed to profit from these.
[00:15:46.810]And at the end of the day,
[00:15:48.690]any person who violates this section
[00:15:50.910]is guilty of a felony. (laughs)
[00:15:52.650]So they make sure that's right there.
[00:15:54.910]But it's there for our entertainment,
[00:15:58.660]not just our entertainment.
[00:16:00.030]It's there as a law, and we shall follow that.
[00:16:03.370]But materiel means anyone who's actually in a titled role
[00:16:07.010]of issuing a purchase order.
[00:16:08.960]Yeah, not just a misspelling.
[00:16:10.430]Exactly.
[00:16:12.370]Now so that carries forward into board policy.
[00:16:15.890]Basically, board policy endorses state statutes.
[00:16:20.300]And then further to that, the board policy has guidelines,
[00:16:24.270]as we spoke before,
[00:16:25.970]around ensuring that you have the ability
[00:16:28.140]to report any misconduct that you see.
[00:16:33.130]You have every right and opportunity to speak up.
[00:16:37.730]And if you're not sure how and where to do so,
[00:16:40.700]we have a hotline, and there's also a website
[00:16:44.726]for your ability to feel that you can confidently
[00:16:48.030]and confidentially report anything that you see.
[00:16:51.590]I will strongly urge you to speak
[00:16:53.330]to your manager and supervisor.
[00:16:57.350]I think highly of all of our peers, my peers,
[00:16:59.810]and the professionals here at the university,
[00:17:01.910]and know that everyone wants to do the best that we can.
[00:17:05.870]But if you're backed into a corner, and you're confused,
[00:17:08.510]and you don't have access to that individual,
[00:17:11.590]you have these services are available to you.
[00:17:16.610]Policy also prohibits retaliation
[00:17:19.580]as a result of any reporting of these things.
[00:17:21.940]So I think the general sense here is I just wanna make sure
[00:17:25.300]that everyone on the call understands that state statute
[00:17:28.850]and Board of Regents policy endorses everything
[00:17:31.720]we spoke about on previous slides about best practices,
[00:17:35.130]and it supports the Code of Ethics
[00:17:37.430]on behalf of the National Association
[00:17:39.310]of Educational Procurement that we spoke of.
[00:17:41.890]So it's a lot of words, but they're very meaningful.
[00:17:45.710]And actually, this is a very brief excerpt
[00:17:47.480]from board policy if you've ever read it, so.
[00:17:52.050]Chapter 1.1.3 that reads in this manner.
[00:17:58.750]So now let's move on
[00:18:00.140]and talk about issues impacting ethical procurement.
[00:18:03.500]So what we're about to do
[00:18:04.460]is focus on some areas where procurement is impact,
[00:18:09.730]ethics and procurement are impacted.
[00:18:12.240]And the sources that we've used for this information
[00:18:14.630]are not only the NAEP, but also CIPS and the NIGP,
[00:18:20.100]which are associations that we ascribe to
[00:18:23.150]as public procurement professionals.
[00:18:25.870]And these are also areas
[00:18:27.490]that help us certify ourselves in our profession.
[00:18:31.580]So if you ever meet someone,
[00:18:33.250]oh, and the Institute of Supply Management as well.
[00:18:35.930]If you meet someone who has a CPPB,
[00:18:39.250]or a CPPO behind their name, or CPM,
[00:18:42.850]those stand for certified procurement professionals
[00:18:46.290]in various areas, and we ascribe to these practices.
[00:18:53.200]So first, let's talk about conflicts of interest.
[00:18:56.770]So public procurement professionals,
[00:18:59.410]and by the way, this doesn't just mean people
[00:19:02.300]that have buyer in their title.
[00:19:04.330]This means anyone who is in the objective role
[00:19:08.050]of purchasing something shall avoid any private
[00:19:11.240]or professional activity that would create a conflict
[00:19:14.040]of interest, engaging a personal business,
[00:19:16.390]as we suggested on some previous slides,
[00:19:19.180]with any supplier representative or similar person,
[00:19:22.310]avoid lending money to or borrowing money from a supplier,
[00:19:26.690]any and all potential for nepotism,
[00:19:29.470]avoid overlap of duties in the procurement process.
[00:19:32.860]And that means specifically making sure
[00:19:34.990]that there's a checks and balances in our department
[00:19:39.040]to make sure that the person who wants it
[00:19:42.430]isn't the person who also signs the purchase order,
[00:19:45.070]right, Julie?
[00:19:45.903]That's right.
[00:19:46.760]And then safeguarding the procurement process
[00:19:49.120]from political or outside influence.
[00:19:52.540]Meaning that we need to be pure, and professional,
[00:19:56.440]and ensuring the upholding of code, statute, and policy.
[00:20:00.813]Right.
[00:20:01.646]Okay?
[00:20:04.110]Okay, there's a lovely word up there,
[00:20:06.220]corruption. (Julie laughs)
[00:20:07.660]It's kinda hard to talk about this
[00:20:09.330]knowing that the people I work with are of high integrity,
[00:20:13.100]and I know that everyone I work with here
[00:20:15.580]at the university follows that.
[00:20:18.300]But it's still important to talk about it
[00:20:20.100]and define issues that impact this.
[00:20:22.560]So bribery, extortion, trading in influence,
[00:20:25.300]laundering money,
[00:20:26.210]and concealing and disguising illegitimate origin of things,
[00:20:30.740]disposition of movement,
[00:20:32.910]or ownership of property, or nepotism.
[00:20:35.220]These are all examples of corruption.
[00:20:39.115]And therefore, the best way to protect against these
[00:20:42.050]not only is ensuring that we have checks
[00:20:44.720]and balances in our procedures, and guidelines,
[00:20:48.260]and separation of duties, but also educating people
[00:20:52.760]on what we hope we never have to see or deal with,
[00:20:56.540]right? Right, mm-hmm.
[00:20:57.820]Do you wanna add anything here?
[00:21:00.090]No, I guess at this point in time,
[00:21:03.070]I was just thinking this might be a good place
[00:21:06.780]to take a brief little,
[00:21:08.190]does anybody have any questions thus far?
[00:21:11.010]'Cause we've been moving through this pretty fast.
[00:21:13.210]There's a lot of stuff that we've been trying to touch on.
[00:21:16.730]So if you have anything,
[00:21:17.760]go ahead and chat the questions now, and we'll keep moving.
[00:21:22.430]But some of this, trading and influence,
[00:21:27.310]may or may not have a great deal
[00:21:30.200]of impact on us here as a higher-ed institution,
[00:21:33.400]but there are opportunities for things
[00:21:35.850]that would be related to this.
[00:21:37.520]So please feel free to just type in a question
[00:21:42.160]if you've got them.
[00:21:44.000]This is the dry part of the presentation.
[00:21:45.968]It is the dry part.
[00:21:46.801]I'm getting out of this pretty soon,
[00:21:48.020]okay? (Julie laughs)
[00:21:48.853]Consider this a short drive.
[00:21:52.050]Gifts and entertainment.
[00:21:53.180]Now this is something that can impact everyone.
[00:21:58.080]And I tried to make breaks in the sentences,
[00:22:01.140]but it's pretty much just a very long paragraph
[00:22:03.470]with a few bullets, everyone.
[00:22:04.710]But the goal here is that we would not solicit
[00:22:08.570]or accept money, loans, and credits,
[00:22:10.530]or prejudicial discounts, gifts, entertainment, favors,
[00:22:13.390]or services from present or potential suppliers,
[00:22:16.330]which might influence or appear to influence
[00:22:18.300]a procurement decision or process.
[00:22:21.220]That's a heck of a lot to say.
[00:22:22.830]But what we want is our suppliers to understand
[00:22:26.630]that we make decisions without bias,
[00:22:31.390]without bias in influence.
[00:22:34.050]Now the other side of that is we certainly are bias
[00:22:37.350]to what the needs of our organization are.
[00:22:40.770]And the needs of our organization are for us
[00:22:43.620]to make good decisions that support our needs
[00:22:47.000]within the boundaries of ethical procurement.
[00:22:49.620]So making sure we avoid meals or other hospitality
[00:22:53.550]with suppliers where they pay for things.
[00:22:57.960]It doesn't mean, and I'll talk about this momentarily,
[00:23:01.190]but it doesn't mean that a meal with a supplier
[00:23:04.200]is always off limits.
[00:23:07.310]In fact, it's kind of a good time for us to bring up.
[00:23:09.610]We're gonna be having,
[00:23:10.700]and I'll give a plug for it later in our presentation,
[00:23:13.080]but for instance, we host our annual Supplier Showcase.
[00:23:16.740]And we are often blessed to have suppliers that we have.
[00:23:22.640]Great suppliers come to the event.
[00:23:24.270]And we also have the preferred caterer, the sole caterer
[00:23:30.480]for the Union is wonderful to share appetizers at the event
[00:23:37.500]so that they can showcase their wares.
[00:23:39.650]We certainly are not buying food for employees.
[00:23:42.670]And what we do as a result of that
[00:23:45.610]is not to, quote, unquote,
[00:23:49.150]have you have lunch, quote, with suppliers.
[00:23:51.820]What we're trying to do is just provide an example
[00:23:54.270]of what a supplier can offer.
[00:23:56.120]But to out now go to lunch with a supplier
[00:23:58.790]that you're working on on a committee
[00:24:01.370]who's also bidding on an opportunity
[00:24:03.580]or knows that next week, or month, or year,
[00:24:06.720]you might be putting a project out for bid,
[00:24:10.320]well, you have to consider
[00:24:11.530]the kind of optics that might have.
[00:24:14.120]And if, Mary Jo, your supplier, or not your supplier.
[00:24:18.930]Let's say Mary Jo's your salesperson for the supplier,
[00:24:22.280]and your manager happens to see you out to lunch,
[00:24:25.370]I think I would've talked to my manager beforehand
[00:24:28.080]and had a conversation and found out
[00:24:29.940]that maybe that might not be the best visible.
[00:24:32.630]Because you could be in Lincoln,
[00:24:35.350]there could be a not supplier
[00:24:36.570]that might be competing on that business,
[00:24:38.330]and knows that Mary Jo is her competition.
[00:24:41.320]And again, you can kinda reverse engineer the situation
[00:24:44.910]to make sure you understand that the optic
[00:24:46.880]of those situations, we have to be very cautious.
[00:24:50.380]So procurement gets a lot of phone calls
[00:24:53.040]on things that suppliers want to know
[00:24:56.030]what business opportunities we have.
[00:24:58.360]So we always wanna make sure
[00:24:59.820]that we're avoiding the perception of impropriety
[00:25:04.590]on behalf of the business decisions
[00:25:06.440]that are made when you are procuring
[00:25:10.100]or involved in procuring something for the university.
[00:25:14.720]So I don't know if there's any questions yet.
[00:25:17.250]This is often a hot topic that people have questions.
[00:25:20.370]And by the way, situations, I'm always glad to help out
[00:25:25.150]and Julie is, too, to help clarify any situation
[00:25:28.390]you might be tripping over.
[00:25:31.210]There's a few other areas, policies, and considerations
[00:25:34.470]that impact us, anyone, in the procurement space.
[00:25:39.560]There's things called,
[00:25:41.200]you wanna avoid any anti-competitive practices.
[00:25:45.640]We need to be sure that we are fair, and equitable,
[00:25:50.170]and open for business, and open for competition.
[00:25:54.390]And by the way, that includes topics like diversity
[00:25:57.800]of suppliers and equality of suppliers.
[00:26:01.730]And by the way, I am not saying all suppliers are,
[00:26:05.250]and Maggie's talking with her hands now,
[00:26:06.820]I don't have a video in this room yet.
[00:26:09.560]I'm quoting in the air saying not all suppliers are equal.
[00:26:12.600]We know they're not.
[00:26:14.200]What this means, and I'm not able at this moment
[00:26:17.410]to quote a new policy that just went into effect,
[00:26:21.100]but Executive Memorandum 21
[00:26:23.330]that President Fritz just signed into place on August 9th
[00:26:29.020]talks about equal opportunity for suppliers.
[00:26:33.140]We have the power to make decisions
[00:26:35.520]on what is best for the university.
[00:26:38.430]That is a lot of power, everyone.
[00:26:40.910]And that is why we have to ensure.
[00:26:42.900]So what it means here,
[00:26:44.090]supplier equality means equal opportunity, okay?
[00:26:48.210]And supplier diversity means inclusion
[00:26:51.630]of all types of suppliers
[00:26:54.430]and not being biased against any based on differences.
[00:27:00.330]It means the bias that we use in our decisions is fair,
[00:27:05.130]and we clearly state what our requirements are
[00:27:07.770]for the business opportunity
[00:27:09.290]and make decisions on those things alone.
[00:27:12.460]And by the way, performance of a supplier
[00:27:14.810]under a prior contract is considered eligible
[00:27:18.380]for weighing on the decisions.
[00:27:21.060]It's just making sure we're clear
[00:27:23.100]that we don't shut the door
[00:27:24.270]just because we don't like a person
[00:27:26.150]or we don't like their opinion,
[00:27:29.880]something-- Or we like
[00:27:30.770]somebody else better.
[00:27:31.603]Exactly. Yeah.
[00:27:33.050]Corporate social responsibility incorporates all
[00:27:36.440]of the things you see that are bulleted on this page.
[00:27:40.110]It's a phrase that you may
[00:27:41.230]or may not have heard individually or collectively.
[00:27:45.500]Yes, sustainability is also a consideration in this space.
[00:27:51.050]Leaving our world, our environment,
[00:27:55.000]in a better place for the future generations
[00:27:59.330]of our families, and our lives,
[00:28:01.540]and our students at the university
[00:28:03.630]is impacted in this space.
[00:28:06.430]Anti-discrimination is a very important factor.
[00:28:09.810]And transparency of our policy is very important,
[00:28:13.170]and our guidelines, and of the process.
[00:28:15.270]We field public records requests every day, right, Julie?
[00:28:19.847](laughs) Yeah.
[00:28:21.300]They're kind of the bane of our existence,
[00:28:23.380]but yes, we do. (Maggie laughs)
[00:28:24.860]And Freedom of Information Act ensures
[00:28:27.290]that everyone has access to this information.
[00:28:30.360]So we wanna make sure to guide you through any sourcing
[00:28:34.210]and procurement event fairly and equitably,
[00:28:36.710]and we're here to ensure that we do that the right way.
[00:28:41.170]All right, now we get into some interesting stuff.
[00:28:43.440]So Julie and I are gonna go through
[00:28:45.270]a couple of case studies.
[00:28:47.690]And I think we're okay on time.
[00:28:49.070]We're at the 30-minute mark.
[00:28:50.280]So we've got a few minutes for each of these.
[00:28:52.920]And what we'll do is we'll have a conversation.
[00:28:55.530]I'm gonna check and see.
[00:28:56.730]Are there any questions yet during the presentation, Julie?
[00:28:59.400]Do you see? None that I see thus far.
[00:29:00.900]Okay, that means we have a great class.
[00:29:03.850]Yeah.
[00:29:04.683]So we're gonna do a few case studies.
[00:29:06.610]I'm gonna go through a couple of examples.
[00:29:09.860]And actually, I'll do one,
[00:29:11.620]and then Julie and I will have a conversation
[00:29:13.480]about the questions that are prompted
[00:29:15.730]for dialogue at the end.
[00:29:17.850]And then we'll go back and forth.
[00:29:20.040]And then we'll close with a couple of other examples
[00:29:22.950]and then open up for questions
[00:29:24.640]if we don't see any along the way.
[00:29:27.340]So this first case study
[00:29:28.720]is called "The 'Friendly' Supplier."
[00:29:32.250]And by the way, many of you...
[00:29:34.190]By the way, I am not opposed
[00:29:35.700]to having good business relationships with our suppliers.
[00:29:38.760]I wanna make sure everyone knows I think it's wonderful
[00:29:42.510]to be professional and friendly at work.
[00:29:46.570]So I'm not trying to misuse.
[00:29:48.050]That's why I've got quotes around the word friendly here.
[00:29:51.030]So let's just talk about John.
[00:29:52.920]This is no one in particular at the university.
[00:29:55.370]It's just a generic individual.
[00:29:57.650]Is a director of technology at a major public university,
[00:30:01.040]and he's been doing that for three years now.
[00:30:03.730]And he's established very good relations
[00:30:06.090]with the suppliers that his team works with.
[00:30:08.720]He is particularly pleased with one company they've selected
[00:30:12.180]as a primary supplier
[00:30:13.260]of computers they've started purchasing last year.
[00:30:16.510]And this supplier has saved 10% over other bidders.
[00:30:19.510]So we obviously that this university signed a contract
[00:30:22.470]with him, which is a great thing.
[00:30:24.630]And last week, the sales representative approached John
[00:30:27.750]about bidding on the new mainframe
[00:30:29.690]the university plans to lease.
[00:30:31.290]So basically, there's an upcoming bid,
[00:30:34.040]and the supplier knows about it.
[00:30:35.820]And that's okay, we're public about this kind of stuff.
[00:30:38.460]We like people to know that something's coming
[00:30:40.770]and there's an opportunity.
[00:30:42.290]And the sales rep, she suggested that John
[00:30:45.120]and his wife might wanna fly to California
[00:30:47.030]for a special demo of that equipment.
[00:30:49.960]She also has said that her company
[00:30:52.090]might even be able to sweeten the bid
[00:30:53.860]by including a software package with the deal.
[00:30:56.930]Now none of the other suppliers has offered a free trip
[00:30:59.330]to demonstrate their equipment.
[00:31:01.230]They may not even know, they probably don't know
[00:31:03.620]about the conversation this sales rep has had with John.
[00:31:06.890]Let's just talk about this situation, okay, Julie?
[00:31:08.870]Yeah. And talk about some
[00:31:10.190]of the things that might create a question
[00:31:12.420]in someone's mind.
[00:31:14.090]So let me ask you this, Julie.
[00:31:16.640]Do you think John should allow the company
[00:31:18.490]to pay for him and his wife to go to the demonstration?
[00:31:21.200]No, no.
[00:31:23.625](both laughing)
[00:31:24.859]In no uncertain terms, that should never happen.
[00:31:29.220]Well, thanks, Julie.
[00:31:30.510]I think you knew the answer to the question already,
[00:31:32.210]didn't you? Yeah. (laughs)
[00:31:33.960]Let's see, would it be acceptable
[00:31:35.460]to allow the supplier to pay for John's expenses
[00:31:38.610]but not his wife's?
[00:31:39.660]No, and here again,
[00:31:42.920]we're still working outside of the box here.
[00:31:45.290]So (chuckles) even though John might have to foot the bill
[00:31:49.890]for his wife, it's still a conflict there.
[00:31:54.690]And then the next question follows
[00:31:56.910]because this is kind of a...
[00:32:00.610]Would it be appropriate to ask the university
[00:32:02.470]to pay for trips to see equipment from other suppliers?
[00:32:07.180]I guess you couldn't ask for that,
[00:32:09.250]depends on the university's budget.
[00:32:11.740]But I would say that all things being equal,
[00:32:14.410]that's the phrase right there.
[00:32:16.210]Keeping it equal, keeping it competitive,
[00:32:18.580]keeping everybody transparent and on level playing field.
[00:32:22.180]So what that would basically say
[00:32:24.230]is if there's a need for the team to look at equipment
[00:32:29.910]and other offerings, then it would be appropriate
[00:32:33.170]to make that decision, determine the budget,
[00:32:35.810]and then go visit all of the suppliers.
[00:32:38.598]Or the ones that they okay. On university's dime.
[00:32:40.310]Exactly. Yup.
[00:32:41.340]That's a good point.
[00:32:42.410]Yeah. And all I have those of you
[00:32:43.760]that may or may not have been on an RFP committee here
[00:32:46.220]at the university with procurement support,
[00:32:49.000]usually when that happens is at the point,
[00:32:52.000]we politely say thank you very much,
[00:32:55.750]but we really do not want
[00:32:57.560]to give the impression of impropriety.
[00:32:59.970]And should you be one of those
[00:33:02.140]in the short list during an RFP,
[00:33:04.170]we'll probably discuss the possibility
[00:33:06.740]of visiting your production facility
[00:33:08.960]or where that equipment is made.
[00:33:10.599]Mm-hmm.
[00:33:11.432]Would that be a good answer?
[00:33:12.580]Yeah, I think that would be excellent.
[00:33:15.760]Great.
[00:33:17.340]Okay, are there any questions yet?
[00:33:20.160]Nope.
[00:33:20.993]All right, moving on to the next one.
[00:33:22.830]Julie, we'll switch roles in this one.
[00:33:25.060]Oh, I forgot the other question.
[00:33:27.240]Does the offer of the software
[00:33:29.550]complicate any of this decision?
[00:33:32.320]Probably not
[00:33:33.280]because this would be submitted with part of the proposal.
[00:33:37.960]And it might be that the other companies
[00:33:40.640]would offer something as well.
[00:33:44.730]One of the key things here, too, I think,
[00:33:46.540]is that it might sweeten the deal,
[00:33:49.830]but it would have to be done above board
[00:33:52.160]and as a response to an RFP.
[00:33:55.610]Very good, thank you, Julie.
[00:33:57.280]Yeah.
[00:33:58.113]All right, now you get to put me in the hot seat.
[00:34:00.740]Okay, now I'll be talking
[00:34:02.780]about "The 'Good' Supplier."
[00:34:04.250]And here, again, we do have a lot of really great suppliers,
[00:34:08.300]hence the quotes.
[00:34:09.230]This is just for the case study.
[00:34:11.700]So Mary Jane is a buyer
[00:34:13.530]in the university purchasing department,
[00:34:16.070]and a five-year contract is ending soon,
[00:34:18.420]and a similar project is coming up soon.
[00:34:21.230]Because of the stellar work of the contractor,
[00:34:24.010]Mary Jane tells them about the new project
[00:34:26.530]and ensures that they have a high chance of being awarded
[00:34:30.140]with the new contract following an RFP process.
[00:34:33.550]She further tells them that the RFP will only be for show
[00:34:37.960]and to satisfy (Maggie laughs)
[00:34:39.740]state audit requirements and not to worry.
[00:34:43.078](Maggie laughs) Interesting.
[00:34:44.960]The plot thickens.
[00:34:46.760]So Maggie, is Mary Jane's behavior acceptable?
[00:34:52.010]Okay, so first off,
[00:34:53.750]let's remember we're in a fishbowl here,
[00:34:55.460]and Mary Jane doesn't know we're watching.
[00:34:57.308](Julie laughs) If her supervisor did,
[00:34:59.080]I'm guessing everybody on the call would have the answer.
[00:35:02.500]And I hope no one finds these absurd,
[00:35:05.040]but they actually are some examples
[00:35:07.610]that people have provided to procurement organizations,
[00:35:10.260]so we, as professionals, do learn about these things.
[00:35:13.670]I feel bad for Mary Jane
[00:35:15.430]because she probably hasn't had any training in this area.
[00:35:19.170]While she sounds like she has a really good relationship
[00:35:22.480]with her supplier, and by the way, we do encourage good,
[00:35:26.010]positive relationships with our suppliers,
[00:35:28.170]it sounds like she stepped a little outside the line.
[00:35:31.580]And telling them there's a new bid coming up
[00:35:34.180]is a great thing.
[00:35:35.129]Mm-hmm.
[00:35:35.962]Going on to tell them
[00:35:37.000]that they have a high chance
[00:35:38.400]or any chance of being awarded the business
[00:35:41.140]is probably stepping a little outside the lines.
[00:35:44.090]But she crossed the fence when she told them
[00:35:46.890]that there's no need to worry.
[00:35:49.350]And that's really stepping way over line.
[00:35:52.560]She doesn't have the authority to guarantee anything.
[00:35:55.070]And it's also a promise that that supplier may turn around
[00:35:59.670]and come back and state, let's hope she didn't put it
[00:36:02.870]in writing. Writing,
[00:36:03.703]yeah. Right?
[00:36:04.536]So because she could actually get fired for that.
[00:36:07.330]Right, and an RFP only for show,
[00:36:09.800]trust me, most of you that are listening probably know
[00:36:12.470]that here in procurement department,
[00:36:15.840]we don't have an excess of people to facilitate RFPs,
[00:36:20.510]so it never happens that we do them only for show.
[00:36:23.920](both laughing)
[00:36:25.720]Okay, so what is the potential outcome
[00:36:28.030]of Mary Jane's actions?
[00:36:30.300]Well, thank you for giving me that question.
[00:36:32.013]I think I started to state what could occur
[00:36:34.780]and the very real possibility
[00:36:37.130]that Mary Jane could be disciplined and/or further,
[00:36:41.070]again, if there's something in writing,
[00:36:42.740]and something occurred
[00:36:44.130]that actually created a serious upset.
[00:36:46.690]So it depends on the severity of the situation,
[00:36:50.700]the repeat of performance,
[00:36:52.340]and then also just the situation in general
[00:36:57.110]of an employee could be fired for this.
[00:36:59.690]I need to state very clearly
[00:37:02.080]that it's important people understand
[00:37:05.687]that whether it's verbally given or implied
[00:37:11.320]that there would be any opportunity
[00:37:13.330]or beneficial favors given one way or another,
[00:37:16.320]we take that very seriously in our profession.
[00:37:19.340]And here might be a place
[00:37:20.280]to even talk a little bit about
[00:37:22.490]in a public record's request,
[00:37:27.000]it can include everything from emails, and phone records,
[00:37:32.260]and text messages. Oh, yeah.
[00:37:34.840]Not just the RFP documents, so--
[00:37:38.820]Yeah, as a matter of fact, that's exactly right.
[00:37:41.470]A public record's request can be made for all communications
[00:37:44.760]that took place around a particular project
[00:37:49.070]if a supplier suspects corruption
[00:37:51.310]or feels that they've been unfairly treated in a process.
[00:37:55.540]That's why we started with discussion with policy.
[00:37:58.660]Thank you, Julie.
[00:37:59.493]Sure.
[00:38:00.860]Okay, what impact can Mary Jane's conversation have
[00:38:04.770]on the university?
[00:38:05.603]And I think you began to touch on this, but--
[00:38:08.070]Credibility, folks.
[00:38:09.450]Let's just talk about credibility.
[00:38:11.510]I'm pretty dang proud to work at the University of Nebraska.
[00:38:15.070]I'm really proud.
[00:38:16.440]And I know Julie is.
[00:38:18.130]And I think everyone I talk to,
[00:38:20.510]we love who we work for and what we're doing,
[00:38:24.250]and we're very committed to doing it well.
[00:38:27.640]So as honored as I am to work with all of you professionals
[00:38:31.470]and the logo that I stand behind and in front of every day,
[00:38:37.210]I want to make sure that you know I want our reputation
[00:38:41.550]to be high and clean.
[00:38:44.330]And I'm a part of that.
[00:38:45.870]So as an employee of the university,
[00:38:48.490]and Mary Jane as an employee of whoever she works for,
[00:38:52.260]yeah, she's putting that at stake and damaging our brand.
[00:38:55.620]And so the university would take that very seriously.
[00:38:58.440]Yeah. So.
[00:39:00.060]Okay, all right, thank you very much.
[00:39:02.400]Uh-huh.
[00:39:03.233]So one more concept I wanted to introduce
[00:39:05.340]into our conversation,
[00:39:06.500]and then we'll open it up for questions,
[00:39:10.410]is something called the Fraud Triangle.
[00:39:13.000]And I apologize, I have a reference on my PC,
[00:39:19.390]but I forgot to put it on the corner of the slide,
[00:39:22.170]and I'll add it into the one that we publish
[00:39:25.030]if that's possible, so.
[00:39:27.160]But I wanna make sure everyone understands,
[00:39:29.250]this is a concept that's actually
[00:39:31.040]been legitimized through research.
[00:39:34.188]And the Fraud Triangle basically talks about the components
[00:39:37.330]that must be present at the time,
[00:39:39.060]at the same time, generally, for someone to commit fraud.
[00:39:43.647]And again, I think it's really important to talk about this
[00:39:46.410]because it's sort of like that just being very transparent
[00:39:51.710]among ourselves and as an organization
[00:39:54.200]about how do these situations even occur?
[00:39:58.300]You read something in the paper every so often
[00:40:02.580]about a person who works for a company
[00:40:04.510]or an organization and something occurred,
[00:40:06.540]and it's like somebody blew the whistle on the situation,
[00:40:09.800]and next thing you know, how on earth?
[00:40:11.910]That person worked there for 25 years.
[00:40:14.350]How did that happen, right?
[00:40:16.420]So the research that's been done on this,
[00:40:19.390]the social and human behavior research,
[00:40:22.500]is basically opportunity, rationalization,
[00:40:25.540]and pressure all need to be present pretty much
[00:40:28.300]at the same time and impact in order for that individual
[00:40:31.840]or a person, a someone, to take the steps to commit fraud.
[00:40:36.340]And by the way, no one actually sits around
[00:40:39.260]thinking it seems like that I'm intending to do that.
[00:40:42.440]Usually, this is outside of what's known
[00:40:44.980]as the typical criminal behavior.
[00:40:47.550]So the first thing, that person has to have an opportunity.
[00:40:50.550]So they're in a position where they have trust,
[00:40:53.950]and they've reached a certain level
[00:40:55.890]where that trust gives them access to things.
[00:40:59.860]And there are internal controls in that organization,
[00:41:03.510]but perhaps they might be weak.
[00:41:06.050]And in some cases, a specific control may be nonexistent,
[00:41:09.230]and that person actually begins to understand
[00:41:13.490]that that opportunity might exist.
[00:41:15.698]Mm-hmm.
[00:41:16.780]The next thing is, is rationalization.
[00:41:20.000]I'm left to right on the triangle.
[00:41:22.400]So the individual might say I'm only borrowing the money,
[00:41:26.170]and I'll give it back
[00:41:27.060]when my financial situation improves, for example.
[00:41:29.720]Or there might be a lack of ethics,
[00:41:32.360]or an example that that individual might've noticed
[00:41:36.050]that their immediate
[00:41:37.070]or higher-level management wasn't honest,
[00:41:39.930]and they're kind of going, well, wait a minute.
[00:41:42.510]If they're not, how are they going to know?
[00:41:45.742]What's good for the goose is good for the gander.
[00:41:47.930]Which is why this is very important
[00:41:49.500]that our leadership endorses the policy
[00:41:53.570]and the legislation that we abide by.
[00:41:57.040]So last but not least, definitely,
[00:41:59.900]you have opportunity and rationalization,
[00:42:02.400]but research has found that the third element
[00:42:05.590]that needs to be present is there's some sort of pressure
[00:42:08.740]on the person who makes this decision
[00:42:13.110]to go over that line and commit fraud,
[00:42:16.160]whether it's financial.
[00:42:18.570]Maybe it's something as simple as greed,
[00:42:21.800]or maybe something occurred in their family
[00:42:24.400]that has pressured them financially.
[00:42:27.380]Maybe they have, sadly have some type
[00:42:30.360]of an addiction or a gambling problem,
[00:42:32.360]or feeling overworked, or passed over in their job.
[00:42:37.100]All of these things would come together
[00:42:38.920]that would create that perfect storm
[00:42:40.470]that no one wants to see and no one would ever want
[00:42:43.140]to have happen here at the university.
[00:42:45.480]And I just thought I would introduce that concept
[00:42:48.290]into our presentation so that everyone understood
[00:42:51.640]that there's been a lot of studies
[00:42:53.040]on this because corporations.
[00:42:54.540]And frankly, the university is an organization
[00:42:58.800]that is here in the business of educating students,
[00:43:02.100]and we know we handle a lot of information
[00:43:04.960]and a lot of money.
[00:43:05.793]So a lot of trust is put into our employees,
[00:43:08.750]and I'm grateful for the internal controls
[00:43:10.820]that we have in place.
[00:43:12.290]And if you see something,
[00:43:13.620]you have the right to say something.
[00:43:17.800]So now I told you, I promised you a little video.
[00:43:20.214](Julie chuckles) So if you give me a second
[00:43:21.660]to make sure this launches.
[00:43:24.030]I've got a free YouTube account,
[00:43:25.810]so it may present a commercial up front.
[00:43:29.330]Do we have any questions while I get this launched, Julie?
[00:43:32.620]Not yet.
[00:43:33.453]Okay.
[00:43:34.580]Can everyone see the screen?
[00:43:35.450]Eileen has a story.
[00:43:37.270]If you can.
[00:43:38.103]If you live.
[00:43:38.936]I'm gonna close this, I'm gonna stop my share.
[00:43:41.480]And I'm going to go here, and I'm gonna share.
[00:43:47.540]I'm gonna start the video,
[00:43:49.070]and then I'm gonna share my screen
[00:43:51.230]'cause I'm afraid that wouldn't have worked.
[00:43:53.600]So I'm not sharing that.
[00:43:58.590]Control.
[00:44:01.110]Okay, here, let me copy this, start the video
[00:44:04.700]because I was only sharing the...
[00:44:08.565]Oh, that's not gonna work, hit escape.
[00:44:11.000]Can everyone see the YouTube video?
[00:44:12.810]Is Carla here?
[00:44:13.643]Does it look like she's here?
[00:44:15.320]Let me pause this.
[00:44:17.123]Hit share again.
[00:44:18.470]Yeah.
[00:44:21.650]New share.
[00:44:25.020]Okay, here it is.
[00:44:26.960]Okay, let me know if you can't see the video.
[00:44:29.730]Can everyone see the vid?
[00:44:30.780]Good, good.
[00:44:31.613]I'm gonna broaden the screen, and I'll turn up the volume.
[00:44:36.560]And
[00:44:39.550]let's go.
[00:44:40.976]Whoop.
[00:44:42.682]Is Carla here yet?
[00:44:43.720]Does it look like she's here?
[00:44:44.970]Oh, good, she can't get on me for being late.
[00:44:48.662]So is there gonna be a lunch in this thing?
[00:44:50.454]It's 9:30.
[00:44:52.750]Brunch then?
[00:44:53.890]So what is this meeting all about anyway?
[00:44:55.740]It's something about ethics training.
[00:44:58.650]Oh, this sounds like fun. You know, I read that ethics
[00:45:01.410]doesn't even really have a working definition.
[00:45:04.102]It's all created by the media.
[00:45:05.690]That's not even close to being true.
[00:45:08.050]Hey, you know how they serve breakfast for dinner?
[00:45:10.870]How come they don't do dinner for breakfast?
[00:45:13.340]Hey, everyone.
[00:45:14.173]Ready to get started?
[00:45:15.300]I think we should have Chinese food.
[00:45:18.810]Yeah, look, Carla, we've talked it over,
[00:45:21.517]and we think this whole ethics training thing
[00:45:24.100]is a big waste of time.
[00:45:25.910]Yeah, we're pretty much on point with everything.
[00:45:28.450]Really?
[00:45:29.430]On point?
[00:45:31.200]What about expense reporting?
[00:45:33.800]Mercedes, you turned in a receipt
[00:45:35.870]for a place called Salon Rouge.
[00:45:37.643]I had a lunch meeting with a client on a bad hair day.
[00:45:41.041]How bad was your hair?
[00:45:42.230]Like '80s metal band.
[00:45:44.330]Bad.
[00:45:45.163]Yeah, that works.
[00:45:48.260]What about ethical use of social media?
[00:45:55.159]So you think that last little bit there is too much?
[00:45:57.255](chuckles) Does legal know you have this?
[00:45:59.550]Oh, what legal doesn't know won't hurt 'em.
[00:46:03.227]You can't prove anything.
[00:46:05.860]What about conflicts of interest?
[00:46:08.420]We've been shopping for distributors
[00:46:09.630]who won't charge us too much.
[00:46:10.960]Funds are, hmph, well, bad.
[00:46:13.290]Why?
[00:46:14.123]My cousin is really high up in distribution.
[00:46:17.320]Man, if I could strike a major purchasing deal
[00:46:18.990]with the family's golden child,
[00:46:20.620]I promise I can get us a really good deal.
[00:46:24.090]And that's just the tip of what we'll cover.
[00:46:26.740]There's antitrust, bribes and kickback,
[00:46:30.260]disclosing confidential information,
[00:46:32.370]conflicts of interest, dealing with expense reports,
[00:46:35.540]providing gifts and entertainment, harassment,
[00:46:38.420]insider training, falsifying company documents,
[00:46:41.850]misuse of company assets,
[00:46:43.440]records and information management,
[00:46:45.360]responsible communication, retaliation and speaking up,
[00:46:49.400]safety, revenue recognition of sales,
[00:46:52.290]social media, and third-party risk.
[00:46:56.510]Sounds fun, right?
[00:46:58.340]Shall we?
[00:47:06.590]Okay, so thank you, everyone,
[00:47:09.180]for letting me share that session.
[00:47:12.960]I'm gonna stop the share now,
[00:47:15.520]and I'll bring us back to the PowerPoint presentation.
[00:47:19.059](uplifting pop music) Oh, great, hang on.
[00:47:21.443]Hang on, I've got a problem.
[00:47:29.631]Gotta make sure.
[00:47:32.330]Hang on.
[00:47:33.210]Volume off.
[00:47:35.290]Okay, all right, can everyone hear us still?
[00:47:42.700]Okay, thank you.
[00:47:44.230]This thing is going.
[00:47:46.220]I'm going to close it.
[00:47:47.550]I don't want that to go.
[00:47:49.200]I wanna show this.
[00:47:50.490]All right.
[00:47:52.750]So definitely last but not least,
[00:47:56.230]we've been asking along the way,
[00:47:57.780]are there any questions from anyone?
[00:48:02.671]None thus far. In chat bar?
[00:48:04.130]Okay.
[00:48:05.920]That's good, everyone's ethical.
[00:48:08.200]Everyone understands.
[00:48:09.511](both laughing)
[00:48:10.600]I hope you enjoyed that little video.
[00:48:12.360]I wanna add that I know
[00:48:13.790]that we're not a publicly traded company,
[00:48:15.790]but ethics in business are, generally speaking,
[00:48:21.730]pretty common across the board.
[00:48:24.190]And we are all doing the business of running a university.
[00:48:27.830]With the exception of statements about sales
[00:48:29.820]and revenue recognition, et cetera, or insider trading,
[00:48:34.330]it's very important.
[00:48:35.380]I thought the video did a nice job of that.
[00:48:37.610]So now I'm gonna pump you for our next session.
[00:48:41.770]So we've got some upcoming sessions,
[00:48:44.560]or at least one left this year.
[00:48:47.090]Next month, we're gonna talk
[00:48:48.350]about navigating eSHOP suppliers.
[00:48:49.800]And I think there's some tips
[00:48:51.370]and tricks they'll have for you.
[00:48:52.680]It'll be really, really good.
[00:48:54.660]We're gonna give you a break in December
[00:48:56.220]because we know everyone's trying
[00:48:57.550]to slide in for the holidays,
[00:48:59.240]and we're certainly open for business here.
[00:49:04.410]But I think because it's a short month,
[00:49:06.640]everybody's trying to get ready for December holiday break.
[00:49:10.470]I wanna remind you, as always,
[00:49:12.510]if you have a suggestion for a topic, please contact us.
[00:49:15.540]That's what we do, we respond.
[00:49:17.680]And that's why some of the topics that we do present
[00:49:20.290]are as a result of those suggestions.
[00:49:22.760]So again, also,
[00:49:25.550]look for our annual survey coming in November.
[00:49:27.890]We do have a section in that survey that asks
[00:49:29.910]for suggestions on what we talk about in PED Talks.
[00:49:36.215]And every month, we're here.
[00:49:38.150]I think it is, is it the third?
[00:49:39.700]Are we on the third Thursday?
[00:49:41.041]Is that what this is?
[00:49:41.874]Yes. I should remember that.
[00:49:43.119](Julie laughs)
[00:49:44.570]And then definitely don't forget
[00:49:46.700]our Supplier Showcase coming up next week on Tuesday,
[00:49:50.090]the second day of fall break.
[00:49:51.860]If you have not yet been to one, you're missing out.
[00:49:55.023]It's a lot of fun.
[00:49:57.280]Come by, join us to meet all of our suppliers.
[00:50:00.863]I think we have a full house again this year.
[00:50:02.900]We have a lot of breakout sessions.
[00:50:04.674]Yup, yup.
[00:50:06.060]And if you haven't done so yet,
[00:50:09.220]this website right here that's listed on the page,
[00:50:12.420]and if I link there, it won't share, I apologize,
[00:50:14.640]but if you go to our website for procurement.unl.edu
[00:50:19.140]and go to the Supplier Showcase page,
[00:50:21.290]there's one for faculty and staff,
[00:50:22.910]and there's one for suppliers.
[00:50:24.680]You can register for a breakout session.
[00:50:27.550]And that way, we kinda know who to anticipate.
[00:50:30.850]We got a lot of good information this year
[00:50:32.670]we're gonna talk about.
[00:50:33.800]We've got a 101 on procurement.
[00:50:36.070]We've got a sustainability EcoHuskers is gonna present.
[00:50:41.080]I think we've got some stuff
[00:50:42.170]on eSHOP we're gonna talk about.
[00:50:44.830]I can't remember everything we've got going on.
[00:50:46.619]Contracts.
[00:50:47.452]Contracts. We're gonna talk
[00:50:48.285]about contracts. Whoo-hoo!
[00:50:49.118](Julie laughs) Contracts, contracts.
[00:50:50.450]Everybody's favorite.
[00:50:51.720]So please come see us on Tuesday, the 22nd,
[00:50:55.250]and be sure to stop by and say hello
[00:50:57.370]to any of your favorite suppliers.
[00:50:59.620]And by the way, I'm gonna add, too, the Office Depot booth.
[00:51:03.040]This is a special plug I'm gonna give.
[00:51:05.280]They're gonna be talking.
[00:51:06.650]They should be talking and have samples of...
[00:51:09.810]We have an opportunity.
[00:51:12.230]We've been able to save some money on paper.
[00:51:16.510]And also, we've got a supplier
[00:51:19.340]who's also a diversity manufacturer.
[00:51:22.000]The company is a diverse-owned business
[00:51:23.760]that's selling their paper to the university
[00:51:26.590]through eSHOP at a great competitive price
[00:51:31.060]that's actually lower price than some
[00:51:32.640]of the paper we've been buying recently.
[00:51:34.890]So all some really great things.
[00:51:37.510]Not to diminish all of our sponsors.
[00:51:39.900]We've got Dell and several others.
[00:51:42.010]They're all listed out on our page for the showcase.
[00:51:45.030]Please come and have a good time.
[00:51:47.290]Yup.
[00:51:49.140]So anything else, Julie, you'd like to add?
[00:51:51.680]No, and I don't see any questions.
[00:51:54.090]So we just wanna thank you for tuning in today.
[00:51:58.460]And I know it's kind of a topic
[00:52:01.500]that's a little hard to listen to sometimes,
[00:52:04.130]but we're grateful that you hung in there with us.
[00:52:07.680]Absolutely.
[00:52:08.800]Thanks, Julie.
[00:52:09.723]Mm-hmm.
[00:52:10.556]Thanks for being here with me.
[00:52:11.389]And thank you everyone out in listening land,
[00:52:13.750]and join us next month.

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PED Talks October 2019

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