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Building risk culture has become a significant focus over the past 12 months for Australian government organisations, with the aim not to eliminate risk, but rather to have active, ongoing and responsive risk management throughout all levels of the organisation. While government leaders are well versed in the area of risk management, many are still grappling with how to best build positive risk culture. At the recent ERM for Government Summit in April, we gathered insights from NEHTA, Adelaide City Council, Fire & Rescue NSW and UniSuper on how to establish an effective risk culture.
In this article, Elizabeth Tydd, Chief Executive Officer & Information Commissioner, Information and Privacy Commission (IPC) (NSW) shares the steps government agencies can take to build a culture of openness to drive transparency and how this can ultimately improve fraud prevention and detection in the long-run.
Public sector fraud in NSW has more than doubled in four years, with fiddling timesheets and stealing petty cash being the most common infractions.
In this presentation from Public Sector Fraud and Corruption 2016, Gary Hunt, Chief Executive Officer, City of Joondalup, explores his organisation's strategy to fraud prevention and detection.
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In this presentation from Public Sector Fraud and Corruption 2016, Bob McDonald, Former Chief Governance Officer,Queensland Health, explores:
- $16.7million fraud over period of 4 years committed by fake prince
- Identifying weaknesses in the controls and detection systems that allowed the fraud to take place
- Reaction from Queensland Health to revamp and improve fraud control measures
Featuring insights from five thought leaders across the Australian public sector, this checklist outlines 10 core areas government organisations should focus on to ensure proactive fraud and corruption management.
Cybercrime has overtaken theft as the biggest fraud risk for government agencies, a survey has found.
Vendor contracting and maintenance are the two most prevalent areas of procurement fraud for Australian public sector. Agencies need to undertake regular risk management and apply modern data detection analytics to identify high-risk or suspicious transactions.
In this presentation from Public Sector Fraud and Corruption 2016, Robert Tufekcic Probity Advisor, Queensland Rail, explores:
- Suppliers are utilising sophisticated selling strategies to identify and target decision makers at all levels in procurement in order to influence the decision-making process
- Tactics include developing ‘insiders’ who provide information and influence decision makers towards outcomes in the supplier’s favour
- Higher prices, reduced competition, reduced access to innovation, unfavourable contract conditions and reputational damage are amongst the most common symptoms
- How you can use analysis and research to identify vulnerable areas to drive awareness and implement mitigation initiatives
In this article, Commander Peter Crozier Manager, Criminal Assets, Fraud & Anti-Corruption, Organised Crime & Cyber at AFP, explores how they are taking a multi-agency approach to fraud detection and lessons that other government organisations can learn from their experiences in order to develop a robust fraud prevention and detection plan.
Many public organisations operate in business-critical environments, with responsibilities to provide multiple services at the same time and on a daily basis. Internal controls have a key role in fraud prevention strategies, but how can public organisations establish effective mechanisms and ensure they remain effective over the long term? Phil Thomas, Director Audit & Risk (Chief Audit Executive, Chief Risk Officer) at Transport for NSW (TfNSW), shares insight into how the organisation manages fraud through a series of internal controls based on the Three Lines of Defence model.
In this presentation from Public Sector Fraud and Corruption 2016, Sylvain Mansotte CEO & Co-founder at Whispli, Leighton Contractors Whistleblower, explores:
- The rising costs of organisational fraud in the public sector
- Identifying common forms of organisational fraud
- The most common and effective methods of fraud detection
- Psychology of fraud reporting: Whistleblowers
- Safeguarding against organisational fraud
In this presentation from Public Sector Fraud and Corruption 2016, David Toma, Acting Director, Queensland Audit Office, explores:
- Identifying indicators of fraud in government using data analytics
- The most common forms of fraud observed in the survey
- Conducting fraud risk assessments to identify fraud ‘hot spots’
- Tool assisting public sector entities to self-assess against 16 attributes of best practices in fraud and corruption control
Fraud and corruption prevention can be a complex undertaking for public organisations, not merely because of the amount of risks or competing business priorities at play – but an instituted, compliance-based mentality that impacts prevention capability. In this article, Andrew Lawrence, Senior Legal Officer, Fraud, Security and Integrity Reform – Attorney-General’s Department, shares exclusive insight into how public organisations can address key criteria to build a principles-based approach to become more adaptive and proactive in preventing fraud and corruption.
The demand for risk management capabilities continues to grow in the Australian public sector. Set against a backdrop of fiscal constraint and departmental restructuring, government organisations are reassessing their risk management strategies to achieve increased levels of productivity across their operating environments, as well as prevent any potential threats to the business. For the Australian Taxation Office (ATO), achieving operational efficiency has meant a greater focus on prioritising risk at a corporate level.