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.
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.
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.
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.