State of Ohio Terry Tyler Steve Hunter Joe Secrest
Terry Tyler Chief Procurement Officer, State of Ohio Engineering background – • History of delivering significant results: process oriented - Co-led reductions of $2 Billion spend at DuPont increasing ROE from – 25 + years procurement 4% to 27% / strategic sourcing - Implemented 3 e-Procurement systems – DuPont Most recent PeopleSoft Procure to Pay to 35,000 associates – Ashland - Led savings efforts that delivered $126 Million to Nationwide last year. – Private Consulting – Nationwide
How We Began • Started Early – No idea on how Fed would distribute • *Federal, State, Local Government and Community Organizations – Knew interest would be tremendous • *Over 25,000 projects submitted – Pile of money vs. 120 funding streams/180 programs – Dispersed through formula, competitive and discretionary grants
How We Began – Needed enterprise system to collect information – Assigned owners to every section of ARRA • *What were guidelines, deadlines and requirements – Recognized reporting/transparency/accountability would be extreme *Audited by GAO (1 of 16 states) *Ohio IG *Auditor of State *Federal Accountability Board – Procurement guidance to agencies due to decentralization
Stephen A. Hunter State Purchasing Administrator, State of Ohio Stephen A. Hunter (Steve) - CPPO [Certified Public Purchasing Officer]. Steve began working for the Department of Administrative Services, General Services Division, Office of State Purchasing in 1979, as a Quality Control Specialist. He was promoted to State Purchasing Administrator in 1985. He holds an Associates Degree in Wholesale Mid-Management. He worked in private industry as a sales representative for a paper wholesale company and in printing sales prior to joining the state of Ohio. Steve is an active member in NASPO, NIGP and the Central Ohio Organization of Public Purchasers (CO-OPP).
Office of Procurement Services Procurement of Supplies & Services Using ARRA Funds
No No No Request Purchase State Competitive To < Resources Selection Purchase $50,000 Yes Yes Ohio Penal; Industries Community Rehabilitation Program Yes Central Pharmacy/Food Request ITB by Rehabilitation Services Invitation for Reverse Commission to Bid Proposals Auction DAS Term Contracts Contract Contract Contract Process for Issue Supplies & Services Purchase Order Negotiated No Release And Term No Permit Contracts Yes Yes Purchase Controlling > Board $50,000 Multiple Master State Award Maintenance Term Contracts Agreement Schedules
No 1-3 Days Request State Determine To Agency Need Resources Procurement Purchase Method Yes Expedited Process for ARRA Funded 1 Day Projects Purchase Order Request Reverse Release Invitation State for Auction & to Bid Term Proposal (45 Permit (30 Days) Schedule (120 Days) Days) 17 60 24 Days Days Days 1-3 Days 5-10 Days 1-7 Days Prepare Prepare RFP Prepare ITB RAQS State Min 21 Days 5-7 Days Control Advertise 5-7 Days Board Advertise Advertise ITB 10-15 Days Evaluate 1-10 Days 1-3 Days Evaluate Evaluate 1-14 Days & Award & Award Best Final Offer, Contract Contract Award Contract
Domestic & In-State Preferences Supplies & Services Competitive Selection ♦ Produced in Ohio ♦ North America – Canada / Mexico ♦ 10 / 75% of employees based in Ohio ♦ United States - 50 States & Territories ♦ Border States (KY, MI, IN, PA, NY) � 50% Rule
Small & Disadvantaged Business Programs E ncouraging D iversity, G rowth & E quity Minority Set Aside Social and Economic Disadvantage Certified MBEs 5% Goal 15% Goal Community Rehabilitation Program People with Work-Limiting Disabilities Mandatory 1 st Consideration
National Association of State Procurement Officials http://www.naspo.org/content.cfm/id/stimulus
Joe Secrest Legislative Director, Office of Management and Budget, State of Ohio Joe Secrest is currently serving as the President of the Ohio Controlling Board and has management responsibilities for implementation of the ARRA in Ohio’s Office of Budget and Management. He previously served two terms as a county commissioner and five terms in the Ohio House of Representatives. He was also employed for ten years in the private sector with Ashland Inc. Joe received his Masters degree from West Virginia University and completed undergraduate work at Muskingum College in New Concord, Ohio.
American Recovery and Reinvestment Act Ohio Office of Budget and Management
www.Recovery.Ohio.gov Ohio’s virtual headquarters for ARRA • Clearinghouse for ARRA and Ohio information • Entry portal for expressing interest in funding • Central station for sorting all submissions to state agencies
OBM’s Role for Implementation • 1512 Reporting • Risk Management through Office of Internal Audit • Providing support to agencies as they work to ensure accountability, transparency, and timely reporting of ARRA funds
OBM Guidance to Date The following guidance to state agencies can be found at www.OBM.state.oh.us Guidance #1 – Request for Program Deadlines Guidance #2 – Formation of Stimulus Teams Guidance #3 - Preliminary Reporting Guidance Guidance #4 – Assurance Statements and Certificates Guidance #5 – Risk Management & Accountability Guidance #6 – Awards and Cash Receipts Guidance #7 – ARRA Hub Reporting Guidelines Guidance #8 – Subcontracts and Subgrantees
Subrecipient 1512 Reports OBM Process Flow 1. Subrecipients receive a Sec. 1512 reporting form at the time the contract is signed or the award is granted 2. Subrecipients complete the form and submit to the recipient state agency in a timely fashion (likely five days after the close of the quarter) 3. State agencies enter both recipient and subrecipient reporting data into a centralized state reporting repository (likely within 7 days of the close of the quarter) 4. OBM aggregates the 1512 reports and submits to the Feds
Internal Control • OBM’s Internal Audit division will utilize the • COSO internal controls framework used by • GAO when reviewing agency administration • of ARRA funds
Internal Control Inter-agency Information and Communication and Risk Assessment • Has agency used a risk-based approach to identify strengths/vulnerabilities? • How are risks being mitigated? • Does ARRA funding present new or increased risks? • Sub-recipient risk assessment - appropriate use of ARRA funding?
ARRA Purpose • Create and retain jobs • Invest in the economy • Build a foundation for long-term economic growth
ARRA will support: • Modernizing America’s Infrastructure • Enhancing Energy Independence • Expanding Educational Opportunities • Increasing Access to Medical Care • Providing Tax Relief • Protecting Those in Greatest Need
Stimulus Funding from ARRA • Approximately 120 funding streams • Funds dispersed through formula, competitive and discretionary grants • Funds to be distributed by federal, state and local governments and community organizations • ARRA provisions require rapid turnaround and implementation
www.Recovery.Ohio.gov Ohio’s virtual headquarters for ARRA
Web Site Purpose • Clearinghouse for ARRA and Ohio information • Entry portal for expressing interest in funding • Central station for sorting all submissions to state agencies
AARA Accountability Provisions • The Act requires unprecedented provisions for transparency and accountability in awarding and spending AARA funds • Ohio, like every other state, must implement provisions to identify and prevent fraud, waste and mismanagement. • States will be required to post detailed information about ARRA spending on the federal web site: www.recovery.gov
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