Money

Nebraska State Auditor Raises Alarm on Local Government Financial Mismanagement

In a recent revelation, Nebraska's State Auditor, Mike Foley, has highlighted an alarming rise in financial irregularities within local government entities. Following his issuance of a statement exposing potential misuse of funds in various municipalities, Foley noted a significant increase in public concern and requests for investigations into similar issues in their own towns. While appreciative of the heightened awareness, Foley expressed worry that these complaints may reflect a broader trend of improper financial practices across smaller governmental units in Nebraska. He also emphasized the challenge of balancing these investigations with the scrutiny of larger state agencies.

Foley’s office recently released findings from eight audits conducted over six weeks, revealing troubling patterns such as unauthorized payments and misuse of government resources. Among the cases detailed were instances where a housing authority director allegedly issued herself unwarranted compensation, a county commissioner was caught using a government fuel pump for personal use, and employees reportedly exploited credit cards and store vouchers for private gains. These examples underscore the growing concerns about oversight and accountability in local governments.

According to Foley, the surge in allegations is concerning not only due to the apparent increase in misconduct but also because it diverts attention and resources from auditing major state departments. With a team of nearly 50 auditors overseeing approximately 2,500 local government units, the office faces a daunting task. Despite budget constraints, Foley argues that the current cost of auditing—approximately $200 per million dollars spent—is insufficient to ensure proper oversight.

Misuse of credit cards and government vehicles emerged as recurring problems during these reviews. Many agencies, Foley explained, have too many credit cards in circulation without adequate controls. However, there are signs of improvement, with some entities adopting GPS trackers on public vehicles to enhance transparency.

One notable case involved the Decatur Housing Authority, where the executive director was accused of excessive self-compensation and mishandling rental payments, leading to missing funds. Another example came from Cedar County, where a former commissioner was photographed using a county truck for personal purposes and allowed unaccounted gift card payments for county services. In Buffalo County, public employees allegedly misused store credit for personal purchases, while in Dawson County, a former clerk avoided billing herself for utilities over a 22-month period.

These cases, among others, highlight the pressing need for increased vigilance by both public officials and citizens. Foley stresses that ongoing efforts to address these issues must continue alongside regular audits of major state agencies. Without sufficient safeguards, the risk of financial malfeasance could escalate further, undermining public trust and fiscal responsibility.

Ultimately, the situation calls for a reevaluation of auditing priorities and resource allocation. By addressing these challenges head-on, Nebraska can work towards restoring confidence in its local governance systems and ensuring that taxpayer money is used appropriately and effectively.

Revolutionizing Cash Flow Management Through Integrated Finance and Procurement Strategies

Modern businesses can significantly enhance their financial operations by fostering a closer relationship between procurement and finance. Traditionally, cash flow management has been isolated within the finance department, focusing on balancing payments, predicting liquidity needs, and handling capital expenses. However, this approach often overlooks the critical factors influencing these flows, such as purchasing requests, supplier agreements, invoice discrepancies, and early payment tactics. This is where procurement's role becomes essential in shaping a more holistic financial strategy.

Collaboration between procurement and finance departments holds immense potential but remains underutilized due to structural barriers. These barriers stem from fragmented performance indicators, disconnected systems, and outdated processes that have evolved independently rather than harmoniously. While procurement manages commitments leading to expenditures, finance controls the timing and method of those outlays. Bridging this operational gap offers opportunities for improved efficiency and effectiveness. Leveraging advanced technologies, particularly accounts payable automation and procure-to-pay solutions, can help align these teams when implemented with strategic coordination in mind.

Achieving seamless collaboration requires adopting shared data sets, unified priorities, and joint decision-making processes that affect liquidity, cost structures, and risk management. By integrating procurement into broader financial discussions, organizations can unlock new efficiencies and strengthen their overall financial stability. Executives must prioritize aligning strategies, technologies, and performance metrics between chief financial officers (CFOs) and chief procurement officers (CPOs). This transformation not only enhances short-term financial health but also fosters long-term growth by positioning procurement as a strategic partner in achieving financial objectives.

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A New Financial Leader Joins TOMI Environmental Solutions

TOMI Environmental Solutions, a global company focused on disinfection and decontamination, has recently announced the appointment of David Vanston as their Chief Financial Officer starting from May 30, 2025. With over two decades of experience in financial leadership across various sectors such as life sciences, manufacturing, and technology, Mr. Vanston brings an extensive background to the role. His previous positions include senior finance roles at both private equity-backed and publicly traded companies. The CEO of TOMI, Dr. Halden Shane, expressed excitement about this new addition while also acknowledging Nick Jennings' contributions before his retirement.

David Vanston: A Wealth of Experience in Financial Leadership

David Vanston's career spans more than 25 years of leading financial teams internationally. He has been instrumental in strategic planning, financial reporting, and enhancing operational efficiency within organizations he has served. Having held CFO roles at multiple companies like Jon-Don, Flexan, Arcmed-Diba Industries, and VolitionRx, his expertise is well-established. Additionally, his educational background includes an MBA from Warwick University and recognition as a Fellow of the Chartered Certified Accountants in the UK.

Throughout his career, Mr. Vanston has demonstrated exceptional skills in managing global finance operations. His experience ranges from guiding private equity-backed firms to overseeing publicly traded entities. By leveraging his deep understanding of financial strategies and processes, he has consistently contributed to improving organizational performance and achieving growth objectives. This comprehensive knowledge makes him highly suitable for driving TOMI’s financial strategy forward.

A Seamless Transition with Future Growth in Mind

The appointment of David Vanston signifies TOMI's commitment to advancing its growth strategy through strong financial leadership. As they welcome this experienced professional aboard, the organization looks forward to harnessing his insights to navigate future challenges effectively. Furthermore, acknowledgment was given to Nick Jennings for his invaluable service during his tenure and support throughout the recent transition period.

Dr. Halden Shane emphasized the alignment between Mr. Vanston's capabilities and TOMI's goals, ensuring that the company remains on track for continued success. By integrating his proven track record into their team, TOMI aims to strengthen its position in the market while maintaining focus on innovation and expansion. The departure of Nick Jennings marks the end of an era but sets the stage for fresh opportunities under new management.

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