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CMC Case Study: The Prince of
Thieves.The Queensland Health Perspective
Luke Viney, Principal Prevention OfficerLuke Viney, Principal Prevention Officer
Ethical Standards Unit, Queensland Health
The Headlines
Fake Prince Sentenced to 14 Years for
$16.6m theft from Queensland Health
Premier Bligh Demands AnswersPremier Bligh Demands Answers
AG finds fraud risk ‘unacceptably high’
$16m fraud sparks QH overhaul
Auditor-General’s Report
Recommendations/Comments
•Establish fraud control plan
•Provide specific fraud risk training
•Tone from the top
Defining the Fraud Risk Landscape
QH Employment Streams
MedicalOperational
Trades, Artisans and General
Medical
Nursing
HP, Professional and Technical
Managerial and Clerical
Operational
Concerns Reported Per 100 Employees
0.3
0.35
0.4
0.45
Rep
ort
s/1
00 E
mp
loyees
Complaints Per 100 Staff
Cultural Change: Starting at the Top
0
0.05
0.1
0.15
0.2
0.25
July
Aug
ust
Sep
tem
ber
Oct
ober
Nove
mbe
rD
ecem
ber
Janu
aryFeb
ruar
yM
arch
Apr
ilM
ay
June
Month
Rep
ort
s/1
00 E
mp
loyees
Complaints Per 100 Staff
11/12
Complaints Per 100 Staff
12/13
Fraud Awareness Training
• In business groups
• Core plus customised content– Fraud motivators
– Red flag behaviour
– Transactional red flags– Transactional red flags
– Reporting concerns
– Internal Controls
• Relevance
• Accessibility
What did we learn?
1. Top level of organisation must be on board.
2. The message needs help to filter down.
3. Fraud control needs an owner who is ultimately
accountable
4. Fraud control stakeholders can’t work in silos.4. Fraud control stakeholders can’t work in silos.
5. Existence of internal controls not sufficient
6. Measure, evaluate and adjust.
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