1. Performance Audit Fraud management in local government Report 19: 2014-15 David Toma Manager 24 July 2015

2. Agenda Context: roles and responsibilities Overview of audit findings Recommendations Types of fraud How councils can use our report Key questions

3. Context Oversight functionResponsibilities Mayors and councilors Mayors and councillors are responsible for effective fraud governance. They set the strategic direction and the tolerance levels (generally zero for fraud) and monitor management actions for fraud risk. Audit committeeFrom a fraud perspective, they ensure the fraud and corruption control plan is implemented, evaluate management’s identification of fraud risk, and oversee the efficiency of internal controls to prevent and detect fraud. ManagementManagement is responsible for establishing and maintaining an effective internal control system at a reasonable cost to the council and providing oversight of staff compliance with it. Their role is also to promote ethical standards and fraud awareness, as well as develop policies and procedures for fraud investigations, reporting and communications.

4. Overview Councils are exposed to high risks of fraud and corruption: ─procure large volume of goods and services ─often from local suppliers In March 2013, we reported to Parliament that the risk of fraud occurring undetected in state government departments was unacceptably high We surveyed all 77 councils in Queensland to determine how they performed against accepted standards for fraud and corruption control

5. Focus of this audit We focused on how well councils manage the risk of fraud occurring and remaining undetected Key areas examined Fraud risk identification and monitoring Fraud controls implemented to prevent frauds, or detect them Audit scope Department of Infrastructure, Local Government and Planning All 77 Queensland local councils

6. Conclusion Most councils are not managing their fraud risks effectively ─fraud and corruption is happening in councils ─few understand sufficiently how widespread it is, or what it costs Councils over-rely on internal and external auditors to detect fraud Through our own data analytics and detailed analysis we identified potential fraudulent and corrupt activity in one council

7. Recommendations 1.The Department of Infrastructure, Local Government and Planning pursue amendment of the Local Government Regulation 2012 and the City of Brisbane Regulation 2012 to require: loss as a result of fraud to be a reportable loss to the Auditor- General and to the Minister responsible for local government councils to keep written records of alleged and proven losses arising from fraud. 2.All councils assess themselves against the findings in this report as a priority and where needed develop, revise or update their: policies and procedures for fraud and corruption management fraud and corruption control plans fraud risk assessments data analytics capability for fraud detection.

8. Fraud planning and prevention Council RegionFraud and corruption control plan Fraud risk assessment Define fraud and issued policy statement on fraud New employee screening— criminal history Fraud- specific awareness training Coastal767 16 Indigenous 12210 Resources 47518 Rural regional 25304 Rural remote 12227 SEQ 86707 Totals232826532 Council key fraud management practices—response to survey

9. Fraud planning and prevention 65 per cent of councils (43 out of 66 council respondents) do not have a fraud and corruption control plan Councils with a plan have a more structured path towards preventing, detecting and responding to fraud that those without a plan Figure 3C (page 31) Fraud and corruption plans identified by council region

10. Fraud planning and prevention Strong internal controls help to deter the occurrence of fraud and corruption Figure 3I (page 41) Control weaknesses causing fraud cases

11. Fraud detection and response Councils’ fraud detection approach are outdated in today’s increasingly sophisticated and evolving fraud control environment Both data analytics and fraud risk assessments were outside the top 10 detection techniques councils used to detect fraud Managements are not owning the challenge of fraud control Councils’ reactive approach to fraud detection means they are less likely to detect it early Our survey data shows that once a fraud occurs, there is little recovery action. Where recovery is initiated the funds recouped are minimal.

12. Fraud detection and response Figure 4A (page 49) Council’s top 10 fraud detection methods

13. Fraud detection and response Figure 4B (page 50) Council detection methods used to detect alleged and confirmed cases

14. Types of fraud Understanding of the extent and types of fraud occurring in the local government sector can inform targeted strategies Figure 2D (page 22) Council detection methods used to detect alleged and confirmed cases

15. How councils can use our report Context chapter –Elements of fraudulent behaviour –Roles and responsibilities –Types of fraud councils are susceptible to –Fraud controls Chapter 2 – Fraud in local councils –Types of fraud occurring in local councils Chapter 3 – Fraud planning and prevention –The difference having a fraud and corruption plan can make –Case studies:  Fraud risk assessment  Supplier vetting  Senior officer overriding controls  Circumvention and lack of procurement controls  Undeclared conflicts of interest

16. How councils can use our report Chapter 4 – Fraud detection and response –Case studies  Related party procurement data analytics  Data analytics as a trigger for analysis of fraudulent or corrupt activity Appendix C – Fraud risk susceptibility analysis Appendix E – Red flag indicators

17. Key Questions Setting the tone: –Does your council clearly set the tone from the top and communicate a zero-tolerance approach to fraud? –Does your council have a fraud control policy? Fraud and corruption control plan: –Does your council have a fraud and corruption control plan? –Does it establish clear objectives and assign specific actions? Fraud risk assessments: –Does your council conduct regular fraud risk assessments and conduct more detailed assessments for areas considered high risk? –Has your council identified its susceptibility to fraud risk? Data analytics: –Does your council use the results of fraud risk assessments to develop data analytics to target areas of risk?

18. Any questions please contact David Toma Phone: (07) 3149 6050 Email: david.toma@qao.qld.gov.audavid.toma@qao.qld.gov.au Mail: PO Box 15396, City East Qld 4002. David Toma Manager 24 July 2015 Thank You