Modification History
PSPFRAU601B Release 2: Layout adjusted. No changes to content.
PSPFRAU601B Release 1: Primary release.
Unit Descriptor
This unit covers development of a fraud/corruption control strategy as an integral part of the broader corporate management strategy for an organisation. It includes identifying organisational needs and obligations, benchmarking the fraud/corruption control strategy, assessing stakeholder and environmental considerations, developing and implementing the organisation's fraud/corruption control strategy and analysing and reviewing the effectiveness of the strategy.
Fraud in the unit title incorporates both fraud and corruption.
In practice, developing a fraud/corruption control strategy may overlap with other generalist or specialist public sector workplace activities such as managing compliance with legislation and ethics requirements, managing risk, networking, implementing policy, managing change, etc.
This unit replaces and is equivalent to PSPFRAU601A Develop fraud control strategy.
Application of the Unit
Not applicable.
Licensing/Regulatory Information
Not applicable.
Pre-Requisites
Not applicable.
Employability Skills Information
This unit contains employability skills.
Elements and Performance Criteria Pre-Content
Elements are the essential outcomes of the unit of competency. |
Together, performance criteria specify the requirements for competent performance. Text in bold italics is explained in the Range Statement following. |
Elements and Performance Criteria
ELEMENT |
PERFORMANCE CRITERIA |
1 . Identify organisational needs and obligations |
1.1 Obligations of the organisation are researched based upon the concept of fraud and corruption as both ethical and law enforcement issues that impede effective performance of the organisation's core business. 1.2 All formal internal and external reporting requirements are identified 1.3 Organisational data analysis and information needs for fraud and corruption detection are identified in line with privacy, confidentiality and law enforcement policy and legislative requirements. 1.4 A strategic management approach to the prevention of corruption/fraudulent activities is reflected in the needs identification . 1.5 Organisational responsibility for the coordination, monitoring, implementation, ongoing review and promotion of the organisation's strategy is identified and agreed in consultation with senior management. 1.6 Organisational responsibility is identified and agreed for the protection of persons who provide information under legislation related to public interest disclosures, protected disclosures or whistleblowing legislation. |
2 . Benchmark fraud /corruption control strategy |
2.1 Performance indicators are identified to facilitate benchmarking the fraud/corruption control strategy. 2.2 Best practice examples are utilised in the development of benchmarks. 2.3 Standards-setting organisations are utilised where appropriate to assist in the identification of benchmarks relative to the organisation's needs and core business. |
3 . Assess stakeholder and environmental considerations |
3.1 Client entitlements such as right to privacy, confidentiality, freedom from reprisals, and freedom of information, are incorporated. 3.2 Issues such as profile of clients, corporate history and culture and staffing profile are considered. 3.3 Constraints of operating environment, such as staff shortages, geographical spread of staff and budgeting constraints, are taken into consideration. 3.4 Client and community expectations are considered. 3.5 Management perspectives are identified through consultations with those with relevant responsibilities in terms of the organisation's business, and those with overall responsibility for oversight and implementation of fraud/corruption control in the organisation. |
4 . Develop organisation's fraud /corruption control strategy |
4.1 Balance between compliance requirements and operational pressures is achieved. 4.2 Strategies are identified to enable constant updating of the fraud/corruption control strategy to incorporate changing and newly identified risks. 4.3 Key factors such as the organisational environment and core business are incorporated within the fraud/corruption control strategy. 4.4 Internal and external strategies are recommended based on assessment of relevant factors. 4.5 Internal and external quality assurance is incorporated into the strategy with responsibility for maintaining quality assurance allocated in accordance with organisational policy and procedures. 4.6 Strategy is accepted by authorities within the organisation and meets the requirements of the relevant standards-setting organisations. |
5 . Implement fraud /corruption control strategy |
5.1 Initiatives required to minimise fraud and corruption are developed in consultation with stakeholders . 5.2 Timeframe for implementation of strategy is identified based upon an understanding of resource ramifications. 5.3 Areas within the organisation responsible for actions to minimise fraud and corruption are identified. 5.4 Procedures are developed for the reporting of information and the protection of persons who provide information under public interest disclosures, protected disclosures or whistleblowing legislation. 5.5 Consultations with relevant personnel are undertaken to facilitate a shared understanding of responsibilities. |
6 . Analyse and review effectiveness of strategy |
6.1 Review is structured to incorporate key features of the strategy and is underpinned by the need for the strategy to be holistic and comprehensive. 6.2 Regular reviews are undertaken to accommodate lessons learnt during application of the strategy. 6.3 Feedback mechanisms are established. 6.4 Reporting mechanisms are established to provide information to senior management about effectiveness of the strategy measured against objectives, and to provide advice regarding changes to management practices to enhance effectiveness of the strategy. 6.5 Results of analysis and review are incorporated to improve fraud and corruption control. |
Required Skills and Knowledge
This section describes the essential skills and knowledge and their level, required for this unit. |
Skill requirements Look for evidence that confirms skills in:
|
Knowledge requirements Look for evidence that confirms knowledge and understanding of:
|
Evidence Guide
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package. |
|
Units to be assessed together |
PSPETHC601B Maintain and enhance confidence in public service PSPFRAU603B Manage fraud control awareness PSPFRAU605B Review fraud control activities PSPGOV601B Apply government systems PSPGOV602B Establish and maintain strategic networks PSPLEGN601B Manage compliance with legislation in the public sector PSPMNGT604B Manage change PSPMNGT608B Manage risk PSPMNGT611A Manage evaluations PSPPOL603A Manage policy implementation |
Overview of evidence requirements |
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
|
Resources required to carry out assessment |
These resources include: legislation, policy and procedures relating to fraud/corruption control
|
Where and how to assess evidence |
Valid assessment of this unit requires:
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
|
For consistency of assessment |
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments |
Range Statement
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in italics in the Performance Criteria is explained here. |
|
Obligations may include: |
|
Needs identification may include: |
|
Requirements to be incorporated may include: |
|
Attributes of a fraud/corruption control strategy: |
|
Quality assurance processes may include: |
|
Stakeholders may include: |
|
Effective channels for information dissemination on the strategy may include: |
|
Unit Sector(s)
Not applicable.
Competency field
Fraud Control.