Fill - Free fillable Nlmay19 Procurement Bulletin, May 2019, Vol. 25, #2 PDF form

May 2019

Volume 25, Issue 2





As you already know, the largest organizaonal

expenditure is employee payroll. Unfortunately, the

abuse and the of me by public employees and vendors

have become all too common. To raise awareness, we

have devoted this edion of the Procurement Bullen to

me. Specically, how it is used and how it can be beer

monitored. Because me is money, it is vitally important

that there are clear policies and procedures about how

employees’ me is accounted for and recorded. In our

Oce, we have invesgated many cases of possible me

fraud. These cases range from employees collecng over-

me that they never worked, misusing sick leave, and

accruing hundreds of hours of unveriable leave me re-

sulng in huge payouts when leaving public employment.

To prevent fraud, waste and abuse of me, public

employers must acknowledge that me is money and act

to protect this valuable asset. Public employers must

have policies and procedures that govern how employees

account for their me, how supervisors approve overme

and how sick and other leave-me benets should be

used. Raising awareness through educaon is one of the

most eecve ways to prevent fraud, waste and abuse of

any public resource. With educaon and training, individ-

uals are beer able to idenfy problems and take correc-

ve acon.

In addion to providing educaonal materials like

this Procurement Bullen, we oer classes about fraud

awareness and prevenon, contract administraon and

how to be an eecve public board member through our

Massachuses Cered Public Purchasing Ocial

(MCPPO) program. The classes oered through the

MCPPO program are designed to provide you with tools

to be eecve stewards of tax dollars in your communi-

es. We are constantly adding new materials to our

trainings and improving access to this informaon via ed-

ucaonal videos on our Oce’s YouTube Channel. For a

second year, we are also oering live summer classes in

locaons outside of the Boston area. We recognize that

the summer may be a convenient me to aend clas-

ses. Check our website and pages 13-14 for class registra-

on informaon, including dates and locaons.

Thank you for your connued support and feed-

back as it helps us to improve the MCPPO program and

other Oce iniaves to beer serve your needs. For

example, recent survey results led us to develop online e-

learning classes and evaluate the possible implementa-

on of electronic registraon and electronic payment sys-

tems. We plan to introduce our rst online e-learning

class this fall.

We hope you nd the fraud prevenon ps and

suggesons on how to safeguard against me fraud,

waste and abuse in this special edion of the Procure-

ment Bullen helpful.

Sincerely,

Glenn A. Cunha

Inspector General

Dear Public Ocials:

May 2019

Volume 25, Issue 2



Letter from Inspector

General Glenn Cunha __________________________________ 1

Abuse of Sick Leave by

Essex County Sheriff’s Department _______________________ 3

Improper Leave Use at

Municipal Light Plants _________________________________ 4-5

Prevent and Detect Time Fraud,

Waste and Abuse: Track Employee Time

and Implement Effective Policies and Procedures ___________ 6-7

State Police Officers Accused of Overtime Fraud _____________ 7

Time-and-Attendance Fraud Prevention Tips ________________ 8

Procurement FAQs __________________________________ 9-10

MCPPO Policy Reminders

and Announcements __________________________________ 11

Tips for Faster Searching on Our Website _________________ 12

MCPPO Registration Form

and Class Schedule _________________________________ 13-14

Subscription and Contact Information ___________________ 15





If you suspect fraud, waste or

abuse of public funds or

property, you can

condenally report your

concerns.

Call the 24-Hour Hotline at

 -

Send us an Email at

-





Call the Chapter 30B Hotline

at -













 





May 2019

Volume 25, Issue 2

In December 2017, the Oce published a report documenng a paern of sick-leave abuse at the Es-

sex County Sheri’s Department (ECSD). Former Essex County Sheri Frank G. Cousins Jr. knowingly author-

ized dozens of healthy employees to use sizable amounts of sick leave – oen several months’ worth – imme-

diately before rering. The pracce violated ECSD rules and cost taxpayers more than $1,000,000.

Between 2009 and 2016, Sheri Cousins and certain members of his sta encouraged many employ-

ees who were approaching eligibility for rerement to stop reporng for work and arranged for them to use

blocks of accrued sick leave. These employees remained on ECSD’s payroll, accruing addional leave in the

process. Some employees worked paid details and other jobs while out on sick leave from ECSD.

Under ECSD’s collecve bargaining agreements and department policies covering nearly all ECSD per-

sonnel, employees could only use sick leave when they or their immediate family members were ill, or for

maers involving the birth, adopon or foster care of a child. Using sick leave for vacaon, severance pay or

any other use was unauthorized and considered sick-leave abuse. The collecve bargaining agreements also

included a “sick-leave buyback,” paying a rering employee for accrued sick leave at a rate of 20% of its val-

ue.

The Oce found that ECSD administrators allowed seventy-ve employees to use more than 20% of

their sick days, providing them with more compensaon than they would have received from the sick-leave

buyback. Twenty-ve employees used between 90% and 100% of their accrued sick leave immediately be-

fore rering, receiving full pay for each sick day. ECSD paid them $421,000 in sick leave, about $335,000

more than they would have received from sick-leave buyouts. Another seven rerees used between 80% and

89% of their accrued leave. This represented nearly $56,000 more than these rerees should have received

in buyback compensaon. Ten other individuals used between 50% and 79% of their accrued sick leave. By

using sick leave at full pay prior to rerement, these 10 individuals received about $78,000 more than they

should have collected in a sick-leave buyback. In total, the Oce found ECSD paid its employees $631,000

more in sick-leave compensaon than the employees would have received through sick-leave buybacks.

In addion, because ECSD kept the healthy employees on the payroll as they used up their accrued

sick leave, the employees connued to earn about four days of addional paid leave every month. In total,

ECSD unnecessarily paid more than $631,000 in sick-leave payments and $412,300 in other leave payments

to these employees between 2009 and 2014.

Most public employees are eligible for a sick-leave buyback upon rerement. Because of that, ac-

crued sick leave represents a signicant liability for the state and many local governments. In an October

2017 leer to the Legislature, the Oce reported that over 10,000 state employees had sick-leave balances

of 1,000 hours or more, a liability of $117 million.

In order to prevent sick-leave abuse, the Oce recommends that every government agency has rules

in place for the proper use of sick leave. Further, the Oce supports capping sick-leave buybacks at rere-

ment at 200 hours. Workers understandably accrue large amounts of sick leave as nancial protecon in

case of illness. As such, sick leave is an important employee benet. It should not, however, be treated as an

informal severance payment or rerement benet.



May 2019

Volume 25, Issue 2



The Oce examined how 40 acve municipal light plants in the Commonwealth manage their sick

leave. The Oce found that sick leave accounted for nearly 80% of the payouts to municipal light plant em-

ployees during the six-year period reviewed (July 2010 to September 2016).

The Oce found that:

 Between July 2010 and September 2016, thirty-ve light plants paid more than $13.5 million to

deparng employees for unused leave me (i.e., vacaon, sick, personal, compensatory and other

leave).

 Sick-leave payouts accounted for nearly 80% ($10.7 million) of all payouts, equaling an average

sick-leave payout of more than $49,000 per deparng employee between July 2010 and Septem-

ber 2016.

 Three municipal light plants – Taunton, Wesield and Reading – accounted for about 86% ($9.2

million) of all sick-leave payouts. The Taunton light plant had the highest average employee pay-

out ($93,500). The Taunton plant also made the largest single sick-leave payout – nearly $350,000

for approximately 500 unused sick days.

 Some municipal light plants carry signicant nancial liabilies for accrued leave me that will re-

quire future payouts. Six light plants have had to create mul-million dollar reserves to fund

these future liabilies.

 Some pay all deparng employees – not just those who rere – for their unused sick me.

(Connued on page 5)



–

$13,500,000 Paid to employees for unused leave me

$10,700,000 Paid to employees for unused sick leave

$9,200,000

Total sick-leave payouts made by the Taunton, Reading

and Wesield light plants

$350,000 Highest single sick-leave payout

$49,000 Average payment for unused sick leave

May 2019

Volume 25, Issue 2

 Some municipal light plants pay deparng employees for unused sick leave at a signicantly higher

rate than the rate oered to most public employees. For instance, some light plants pay employ-

ees for 100% of their unused sick leave when their employment ends. By contrast, when state

employees rere, they generally are paid for 20% of their unused sick me. Furthermore when a

state employees separates from employment (other than through rerement), they do not re-

ceive any payment.

 Almost half of the light plants use annual sick-leave “buybacks.” Buybacks allow employees to re-

ceive a payment at the end of each year for unused sick leave accumulated in that year. The net

nancial impact on light plants for buybacks is essenally the same as 100% payouts upon depar-

ture. The cost to the ratepayers is less transparent, however; rather than paying large lump-sums

to a specic group of deparng employees, the plant pays a smaller amount to every employee

every year.

By statute, municipal light plants must spend their funds eciently and in the best interest of their

ratepayers. The boards that oversee light plants need to ensure that employees receive reasonable and fair

compensaon with benets that are in line with those oered by other public jurisdicons and that do not

create an undue burden on ratepayers or strain light plant budgets. As part of their duty to protect ratepay-

ers, municipal light plant boards should:

 Implement and enforce robust mekeeping pracces to ensure that all employees accurately ac-

count for their use of sick me;

 Be transparent about the plant’s nancial liability for unused sick leave: by publicly reporng both

current payouts and future liabilies in open board meengs to municipal ocials and in annual

reports;

 Follow the model for state employees and cap, at 20%, the amount of sick leave that an employee

can receive at rerement;

 Prohibit any sick-leave payouts to employees who separate from service, with or without cause,

other than at rerement; and

 Eliminate annual sick-leave buybacks.

Municipalies also have a responsibility to acvely oversee municipal light plants in their communi-

es. For instance, they should exercise their statutory authority and:

 Require that the municipality’s treasurer conduct a quarterly review of light plant bills that exceed

a specied dollar threshold;

 Appoint a municipal ocial as a liaison to aend all municipal light board meengs and provide

periodic updates and overviews to town leaders; and

 Work with the municipal light boards to bring light plant leave-me policies into alignment with

other municipal policies.

The Oce’s report on the expenses of municipal light plants’ sick-leave payouts can be found on our

website.

(Connued from page 4)

May 2019

Volume 25, Issue 2

 



A telephone call to the Oce of the Inspector General’s fraud, waste and abuse hotline led to an in-

vesgaon that uncovered evidence of $42,500 in improper overme payments. According to the state-court

indictments, the employee fraudulently claimed to have worked hundreds of overme hours and received

payment for hours she never worked.

Payroll is a large expense for most jurisdicons and therefore vulnerable to fraud, waste and

abuse. To prevent this type of fraud, you should establish wrien, monitored and enforceable mekeeping

policies and procedures for your jurisdicon. You also need a secure payroll system that records the me

worked, leave taken and changes made to employees’ schedules. The payroll systems you use should have

adequate controls in place to prevent unauthorized access and tampering and it should be auditable. Safe-

guarding your payroll system to prevent and detect mekeeping abuses is a prudent business pracce and

good public policy.

Promote accurate me reporng by:

1. Publishing and communicang employee work schedules;

2. Requiring employees to record the number of hours worked and the daily mes worked in a

standard, reliable and transparent manner;

3. Requiring supervisors to review and approve each employee’s work hours, including leave me

and overme;

4. Requiring supervisors to approve and verify any scheduling adjustments;

5. Liming overme hours unless there is a pre-approval process requiring overme juscaons

based on need, such as operaonal eciencies and occupaonal safety concerns;

6. Verifying that the overme was, in fact, worked;

7. Seng and enforcing strict deadlines for any mekeeping adjustments, when and if scheduling

changes occur;

8. Strictly liming access to mekeeping and payroll systems and using adequate security measures,

including passwords; and

9. Segregang dues such as me recording and me vericaon or approval.

Implement policies and procedures that address payroll fraud, waste and abuse risks by:

1. Performing ongoing risk assessments for mekeeping systems and processes, including auding or

reviewing regular hours and overme hours for individual employees at each work site;

2. Monitoring compliance through data reports and inspecons;

3. Seng performance standards for compliance with mekeeping and payroll procedures for all

employees, including supervisors and managers;

(Connued on page 7)

May 2019

Volume 25, Issue 2

5. Evaluang employee compliance with performance standards during annual reviews or audits; and

6. Holding employees, at all levels, accountable for noncompliance.

By addressing vulnerabilies related to mekeeping fraud, you can save money and ensure that your

jurisdicon’s funds are used appropriately.

(Connued from page 6)

Ten current and former Massachuses State Police (State Police) troopers have been charged with

collecng overme for shis on the Massachuses Turnpike that they never worked or did not com-

plete. Massachuses is divided into dierent troop patrol areas. Troop E primarily patrolled the Massachu-

ses Turnpike, and these charges resulted in the dissoluon of Troop E. The charges also led to internal re-

forms and legislave measures designed to provide independent oversight within the State Police.

In 2017, stories in the media raised quesons about Troop E ocers that issued speeding ckets

while on overme assignments funded by federal highway safety grant programs. The stories idened

speeding ckets issued to phantom drivers – vehicles with license plates that do not exist – and ckets that

were never led with the Registry of Motor Vehicles. They also found evidence that the original dates and

mes of some ckets were altered to make them appear to correspond with an overme shi.

The U.S. Aorney’s Oce and the Aorney General’s Oce opened separate invesgaons into

Troop E overme. The invesgaons resulted in charges alleging that State Police ocers and supervisors

submied fraudulent payroll and mekeeping records for shis they did not work or from which they le

early. Some ocers have also been charged with wring “ghost” ckets, which are speeding violaons is-

sued to drivers and vehicles that do not exist. In other cases, ocers have been charged with altering dates

and mes to substanate overme shis that were not worked.

Three of the ten State Police ocers were lieutenants, including the commanders of the Wesield

and Weston barracks. They have been indicted by a state grand jury for larceny, procurement fraud and oth-

er charges. All three were also charged in federal court with embezzlement. Seven other lower-ranking

ocers were also charged in federal court. Several have already pleaded guilty to the federal charges.

In the wake of these prosecuons, the State Police expanded its internal invesgave units, installed

and acvated Global Posioning System trackers in marked State Police cruisers, and hired an outside audi-

tor. The Massachuses Legislature also passed a bill requiring the State Police to obtain accreditaon from

naonally recognized law enforcement accreding organizaons. In addion, the Legislature created a new

oversight body with the Massachuses Oce of the Inspector General called the Division of State Police

Oversight (DSPO). DSPO is charged with monitoring the quality, eciency and integrity of the State Police

operaons, organizaonal structure and management funcons. It is specically charged with prevenng,

detecng and correcng fraud, waste and abuse in the expenditure of public funds related to the State Po-

lice, including expenditures for “paid details and overme.” M.G.L. c. 22C, § 73(c).



May 2019

Volume 25, Issue 2

Unfortunately, me-and-aendance fraud is not limited to any parcular industry, department or job

tle. It occurs when employees claim they worked, but did not. Time-and-aendance fraud has real costs.

Indeed, payroll is oen one of the most signicant porons of a city’s or town’s budget. Some common

me-and-aendance fraud schemes include:

1. Time card the: This occurs when employees enter me for hours worked, but they do not actual-

ly report for work. The employee may use the help of a coworker to commit this fraud: for in-

stance, a coworker may sign in or out (or punch a me clock in or out) for someone who is not

actually at work. This is oen called “buddy punching.”

Another common scheme involves employees who arrive late to work, but enter me as though

they arrived on me and worked the enre shi. Employees may do this when they perceive a

lack of accountability from management for work me, such as “nobody is watching” or “nobody

cares if I am couple of minutes or hours late.”

Another kind of me-and-aendance fraud occurs when employees intenonally omit their used

vacaon or sick me from mekeeping records. Employees may do this as part of a “buyback” or

“payout” scheme to get unearned paid me o that they are not entled to under their employ-

er’s benets plan.

2. Overme charged for work not done: Employees may claim overme without a valid reason for

performing work-related tasks beyond regular work hours. One scheme frequently used is enter-

ing overme hours that the employee did not work. This is especially easy to accomplish if man-

agement does not pre-approve overme and does not have a system to ensure that employees

have worked the hours they claim.

3. Use of work hours or sick leave for other employment: Employees may report to work but actually

perform work for another public employer, volunteer group or private business. Other mes, em-

ployees may use their sick leave benets, not report to work and get paid, while actually reporng

to another job site for a dierent employer.

4. Extended break me or excessive use of work hours for personal tasks: Employees could spend

their work hours taking excessive breaks or using work hours to complete personal tasks. For ex-

ample, employees may spend hours on personal phone calls, emails or personal on-line browsing

as well as taking long breaks and long lunches that are not permied by oce policy.

For more helpful me-and-aendance fraud prevenon ps, please see the arcle on pages 6-7.

--

May 2019

Volume 25, Issue 2



: I am the Chief Procurement Ocer (CPO) for

my city, and I need to take a six-month medical

leave. May I delegate my procurement powers and

dues to another employee during my absence?

 Yes. Secon 19 of Chapter 30B authorizes

the delegaon of a CPO’s powers and dues. You

should delegate your authority to the Town Manag-

er rather than to Jane Doe, the Town Manager. This

helps avoid any confusion in the event of sta

changes. Addionally, the delegaon may be lim-

ited to a parcular me period or a parcular pro-

curement, or the delegaon may be very broad. In

order to make a delegaon, complete and le a

Chief Procurement Ocer’s Delegaon of Procure-

ment Powers and Dues Form with our Oce.

: Can my jurisdicon solicit price quotaons

under Secon 4 of Chapter 30B for a one-year con-

tract, with a one-year renewal opon, that allows

for payments based on an index that increases or

decreases the unit price of the supply over the term

of the contract (i.e., the USDA Retail Milk Prices Re-

port)?

 Yes. You need to include a rule for award in

your wrien purchase descripon that explains how

the pricing in the quotes will be compared, including

how and when the USDA Retail Milk Price Report

will be applied. Secon 12(c) of Chapter 30B re-

quires a wrien rule for award when a contract term

is longer than one year, and the opon to renew

means the contract may be for more than a year.

Remember, when you solicit quotes under

Secon 4 of Chapter 30B, you are required to award

the contract to the responsive and responsible ven-

dor oering the lowest price quotaon between

$10,000 and $50,000.

 My police department is transioning from a

manual mekeeping system to an electronic-based

system. The esmated cost of the new system ex-

ceeds $50,000. We would like to use an invitaon

for bids (IFB) under Secon 5 of Chapter 30B and

award the contract to the responsive and responsi-

ble vendor oering the lowest price. However, we

are unsure whether we should award the contract

based on a xed-price or me-and-materials basis.

Does Secon 5 of Chapter 30B allow for the award

of a me-and-materials agreement?

 Yes. Secon 5 of Chapter 30B allows for the

use of a xed-price or a me-and-materials agree-

ment when using an IFB to procure supplies or ser-

vices esmated to cost more than $50,000. Howev-

er, the Oce does not recommend using me-and-

materials (T&M) agreements. According to the fed-

eral acquision regulaons, a me-and-materials

agreement requires compensaon for a vendor for

supplies or services on the basis of “(1) Direct labor

hours at specied xed hourly rates that include

wages, overhead, general and administrave ex-

penses, and prot; and (2) Actual cost for materi-

als.” 48 C.F.R. § 16.601 (b). T&M agreements are

generally more dicult to oversee and create con-

tract management challenges. For example, you

need to verify vendor hours worked, who worked

those hours and what materials and supplies the

vendor used. Consequently, federal regulaons

state that “[a] me-and-materials contract may be

used only when it is not possible at the me of plac-

ing the contract to esmate accurately the extent or

duraon of the work or to ancipate costs with any

reasonable degree of condence.” 48 C.F.R. §

16.601 (c).

(FAQs connued on page 10)

May 2019

Volume 25, Issue 2

So, although Chapter 30B allows you to use a

T&M agreement, the Oce strongly suggests that

you consider a dierent type of agreement. At a

minimum, if you do use a T&M contract be sure that

you would be able to compare bids accountably.

Whether or not your police department de-

cides to enter into a xed-price or a T&M agree-

ment, the agreement should have a well-dened

scope of work, clear specicaons and require-

ments, and a predictable payment schedule for all

pares. You must acvely oversee the contract, in-

cluding verifying all hours worked and materials

used. Ulmately, it is up to your jurisdicon to de-

termine whether a xed-price or me-and-materials

agreement best serves your needs. However, you

should choose an agreement that can be overseen

and managed eecvely.

: My town issued a Request for Proposals

(RFP) to purchase an electronic billing and payment

system for municipal billing purposes. By the RFP

deadline, we received only one proposal. However,

one proposal came in just a few minutes aer the

deadline. Under Secon 6 of Chapter 30B, if we re-

ceive only one proposal (or have very limited com-

peon), may we accept the late proposal received

just minutes aer the deadline?

 No. Secon 6 of Chapter 30B requires that

the RFP include “

, the address of the oce to which pro-

posals are to be delivered, [and] the maximum me

for proposal acceptance by the governmental

body.” M.G.L. c. 30B, § 6(b)(1) (emphasis added). A

jurisdicon cannot waive statutory requirements

and as a result, cannot accept a proposal submied

aer the me specied in the RFP. It is the propos-

er’s responsibility to get the proposal to the desig-

nated locaon on me. Addionally, unforeseen

events cannot excuse a late proposal.

(FAQs connued from page 9)

-

May 2019

Volume 25, Issue 2





As of July 1, 2019, the aendance and refund policy for Massachuses Cered Public Purchasing

Ocial (MCPPO) classes will change. Please note that issuance of the new policy is forthcoming. In the

meanme, please email MA-IGO-Training@state.ma.gov with any quesons you may have.



The MCPPO program is streamlining its application process for designations and recertifica-

tions. We will maintain our rigorous designation process while expanding other components, such as cred-

iting professional experience in the federal government as well as private, state and local procurement ex-

perience outside of Massachusetts. We will provide specifics about these changes in the summer edition

of the Procurement Bulletin, and they will go into effect in January 2020. Remember to look for these

changes in the summer Procurement Bulletin, and check our website for details.



In response to requests from the procurement community, the Oce will introduce its rst online

class, Supplies and Services Contracng, in the fall of 2019. This will be a self-paced online class that you can

complete over a number of months. The class will be part of a Blackboard® learning management system

that allows parcipants to communicate by email, and through discussion boards or a chat room with in-

structors and fellow parcipants. All aspects of the class, including the nal exam, will be online. We hope

that moving classes online, will provide a more ecient, praccal and eecve learning method for you. We

will be posng addional informaon about this class on our website soon.



Host a half-day class about public purchasing for supplies and services. Topics covered include:

 Conducng procurements under M.G.L. c. 30B

 Using emergency and sole-source procurements

 Navigang proprietary specicaons

 Best pracces for contract administraon

Email the Oce of the Inspector General’s MCPPO program at MA-IGO-Training@state.ma.us to get

more informaon about how to schedule this class in your community.

May 2019

Volume 25, Issue 2



Find what you need faster on the Oce of the Inspector General’s website by searching within the

OIG’s web site only.

 Select “Search this organizaon,” as highlighted below

  Enter your search terms in the “Search Oce of the Inspector General” search box. This feature

narrows your search to only OIG informaon and publicaons.

MASSACHUSETTS CERTIFIED PUBLIC PURCHASING OFFICIAL PROGRAM

RE GI S TR AT IO N F OR M May — August 2019

Oce of the Inspector General

Glenn A. Cunha, Inspector General

MA-IGO-Training@state.ma.us Tel: (617) 727-9140

CLASS INFORMATION:

All classes will be conrmed based on a minimum of 25 parcipants.

GOVERNMENT/NON-PROFIT COURSE PRICE:

Government employees shall include all employees of the Commonwealth, the

Commonwealth’s polical subdivisions, other state governments and the federal

government, as well as employees of any other municipality, county or local district. Non-

prot employees include any employee of a 501(c)(3) corporaon. Proof of government or

non-prot status must be provided with this registraon form in order to receive the

government rate.

SUBSTITUTIONS/CANCELLATIONS:

Space is limited. Each class is lled on a rst-come, rst-served basis. Transfer of a

registraon within your organizaon is possible with prior noce, one me only. Please refer

to our updated aendance policy that will be posted shortly on www.mass.gov/ig. The Oce

of the Inspector General reserves the right to cancel or reschedule any class and is not

responsible for any costs incurred by registrants. Terms and condions may change without

noce.

For more informaon about MCPPO program policies, such as complaint and refund

resoluon, please email MA-IGO-Training@state.ma.us or go to our website at

www.mass.gov/ig.

The Massachuses Oce of the Inspector

General is registered with the Naonal

Associaon of State Boards of Accountancy

(NASBA) as a sponsor of connuing

professional educaon on the Naonal

Registry of CPE Sponsors. State boards of

accountancy have nal authority on the

acceptance of individual courses for CPE

credit. Complaints regarding registered

sponsors may be submied to the Naonal

Registry of CPE Sponsors through its

website: www.NASBARegistry.org

NONDISCRIMINATION POLICY: The Massachuses Oce of the

Inspector General does not discriminate on the basis of race, color,

naonal origin, ancestry, religion, sex, age, disability, sexual

orientaon, polical aliaon, or Vietnam-era or disabled veteran

status in its employment or admission policies, or in the administraon

or operaon of, or access to, its programs and policies. The Oce of

the Inspector General does not discriminate on the basis of disability;

see Secon 504 of the Rehabilitaon Act of 1973. Inquiries pertaining

to the Oce’s nondiscriminaon policy relang to MCPPO programs

may be addressed to the MCPPO Program, at (617) 727-9140.

Addional Class Informaon

HOW TO REGISTER: Please mail a completed registraon form with a check or money order made payable to:

Oce of the Inspector General

One Ashburton Place, Room 1311

Boston, MA 02108

An: MCPPO Program

TYPE OF PAYMENT: Check/Money Order State agencies: payment via IE/ITA

Note: Registraons will not be processed unless accompanied by payment.

DO NOT WRITE IN THIS BOX

MCPPO OFFICE USE ONLY

Please complete the elds below and indicate your class selecon(s) on page two.

Select one locaon per date.

NAME:

TITLE:

PHONE:

EMAIL:

ORGANIZATION/JURISDICTION:

ADDRESS:

CITY/STATE/ZIP CODE:

Do you require any reasonable accommodaons?

CLASS DATES AND LOCATIONS:

Select one locaon per date

COST

SPRING SCHEDULE

RECERTIFICATION FOR MCPPO

Prerequisite: Valid MCPPO Designaon 2-day class

MAY 14, 15 □FALMOUTH

$495 each parcipant

ADVANCED TOPICS UPDATE-Spring

Prerequisite: Public Contracng Overview 2-day class

MAY 16, 17 □BOSTON

$400 for government/non-prot employees

$600 for all others

PROCUREMENT FRAUD

No Prerequisite 1-day class

MAY 22 □FALMOUTH

$200 each parcipant

DESIGN & CONSTRUCTION CONTRACTING

Prerequisite: Public Contracng Overview

or Charter School Procurement 3-day class

MAY 28, 29, 30 □BOSTON FULL

□HAVERHILL FULL

$695 for government/non-prot employees

$850 for all others

CERTIFICATION FOR SCHOOL PROJECT DESIGNERS &

OWNER’S PROJECT MANAGERS

No Prerequisite 4-day class

JUNE 5, 6, 12, 13 □BOSTON

$1,350 each parcipant

* PRIVATE SECTOR*

RECERTIFICATION FOR SCHOOL PROJECT

DESIGNERS & OWNER’S PROJECT MANAGERS

Prerequisite: Cercaon for School Project

Designers & Owner’s Project Managers 1-day class

JUNE 14 □BOSTON

$550 each parcipant

* PRIVATE SECTOR*

SUMMER SCHEDULE

RECERTIFICATION FOR MCPPO

Prerequisite: Valid MCPPO Designaon 2-day class

JULY 9, 10 □WORCESTER

$495 each parcipant

BOARDS & COMMISSIONS:

KNOW YOUR RESPONSIBILITIES

No Prerequisite 3-hour class

JULY 16 □SPRINGFIELD (9AM-Noon)

AUGU

ST 7 □LITTLETON

(6PM-9PM)

Free

CYBERSECURITY & ADDRESSING THREATS TO

LOCAL GOVERNMENT (NEW)

No Prerequisite 1-day class

JULY 23 □BOSTON

$200 each parcipant

CONTRACT ADMINISTRATION

No Prerequisite 1-day class

JULY 24 □HOLYOKE

$200 each parcipant

PUBLIC CONTRACTING OVERVIEW (PCO)

No Prerequisite 3-day class

JULY 30 – AUGUST 1 □HARVARD

$595 for government/non-prot employees

$750 for all others

ADVANCED TOPICS: PREVAILING WAGE CONCEPTS

AND PRACTICES (NEW)

No Prerequisite 1-day class

AUGUST 13 □BOSTON

$200 each parcipant

REAL PROPERTY TRANSACTIONS UNDER M.G.L. c. 30B

(UPDATED)

No Prerequisite 1-day class

AUGUST 21 □ BURLINGTON

$200 each parcipant

MA S S AC HU SE T TS C ER T I F I E D P U BL IC P U RC H A SI NG O F FI C I AL P RO G R A M

RE GI ST R ATI O N FO RM M a y – Au g u s t 2 0 19 P a g e 2

For de ta i le d cl a s s i nf or ma  o n , vi s i t o ur w eb s i t e a t w w w .m a s s .g o v / i g

On-site address: OFFICE OF THE INSPECTOR GENERAL, One Ashburton Place, Room 1306, Boston, MA 02108

O-site addresses: BURLINGTON: Grandview Hall, 55 Center Street, Burlington, MA 01803

FALMOUTH:(MASBO Instute or MassNAHRO Conference) Sea Crest, Hotel 350 Quaker Road, North Falmouth, MA 02631

HARVARD: The Bromeld School, 14 Massachuses Avenue, Harvard, MA 01451

HOLYOKE: Holyoke Community College, 303 Homestead Ave, Room KC 203, Holyoke, MA 01040

LITTLETON: Lileton Police Department, 50 Great Road, Lileton, MA 01460

SPRINGFIELD: Pioneer Valley Planning Commission, 60 Congress Street, Springeld, MA 01104

WORCESTER: Worcester State University, 486 Chandler Street, Sheehan Hall Mulpurpose Room, Worcester, MA 0160

Videoconference address:

HAVERHILL: Northern Essex Community College, Hartleb Technology Center, TC213, 100 Ellio Street, Haverhill, MA 01830

May 2019

Volume 25, Issue 2

 

The Oce of the Inspector General publishes the Procurement Bullen

on a quarterly basis. There is no charge to subscribe.

To receive the Procurement Bullen electronically, please send an email containing

your rst and last name to MA-IGO-Training@state.ma.us.

If you have any other quesons, please contact us at (617) 727-9140.





:

One Ashburton Place, Room 1311, Boston, MA 02108

:

Main Oce: (617) 727-9140

Fraud, Waste and Abuse Hotline: (800) 322-1323

MassDOT Fraud Hotline: (855) 963-2580

Chapter 30B Assistance Hotline: (617) 722-8838

Media Inquiries: (617) 722-8822

:

Main Oce: MA-IGO-General-Mail@state.ma.us

Fraud, Waste and Abuse Hotline: IGO-FightFraud@state.ma.us

MassDOT Fraud Hotline: MassDOTFraudHotline@state.ma.us

Chapter 30B Assistance Hotline: 30BHotline@state.ma.us

Training/MCPPO Inquiries: MA-IGO-Training@state.ma.us

Employment Inquiries: IGO-Employment@state.ma.us

:

(617) 723-2334

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