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Corruption Prevention Network Annual Forum

Corruption Prevention Network Annual Forum. Robert Hurst General Manager, Finance & Administration Growth Centres Commission 11 September 2008. The Commission’s Activities and Risk Profile. Established in 2005 35 staff North West and South West Growth Centres

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Corruption Prevention Network Annual Forum

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  1. Corruption Prevention Network Annual Forum Robert Hurst General Manager, Finance & Administration Growth Centres Commission 11 September 2008

  2. The Commission’s Activities and Risk Profile • Established in 2005 • 35 staff • North West and South WestGrowth Centres • Manage planning and infrastructure co-ordination • 25 – 30 year horizon • 180,000 new homes • $7.5b in infrastructure • $5.0b in Special Infrastructure Contributions

  3. The Commission’s Strong Culture of Support • The tone is set at the top • Good governance practices reinforced regularly • CEO - consistently provides strong governance messages • Inaugural Board – extremely high level of governance expertise • Audit committee – actively monitors Fraud & Corruption Prevention Strategy • Executive – actively encourages good governance practices

  4. Corruption Prevention Actions (1) • Adopted NSW Audit Office Fraud Control Guide • All staff briefed on induction re policies etc • Staff – annual written Conflict of Interests Declaration • Contractors – Conflict of Interests Declarations and Confidentiality Deed Polls • Wide range of governance policies – readily available • to staff • Engagement of Probity and Governance Advisor

  5. Corruption Prevention Actions (2) • Comprehensive Corruption Risk Assessment • Developed an Implementation Plan • Implementation Plan progress closely monitored by Audit Committee • A co-ordinated training and awareness programme • Required behaviours reinforced at regular staff meetings

  6. Corruption Prevention Actions (3) • ICAC material – displayed in stands in Reception Area • Detailed Procurement Training – 2 day workshop – Department of Commerce • ICAC delivered awareness sessions • Evaluation of progress – annual Staff Probity Survey • Probity and Governance principles considered when developing policies and procedures

  7. Markers of a Successful Strategy • Incorporated into day to day activities • CEO actively encourages staff to raise perceived Conflict of Interest and Probity issues • Staff have raised perceived issues • Staff are prepared to make direct contact with Management and/or the Probity Advisor • CEO is seen to actively support staff • All external meetings have a standing “Conflict of Interest” item • Strong work culture of lessons learnt

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