Risk Management Institute of Australasia NSW Chapter

1
Corruption Prevention Network Annual Forum
Robert Hurst General Manager, Finance
Administration Growth Centres Commission 11
September 2008
2
The Commissions Activities and Risk Profile

• Established in 2005
• 35 staff
• North West and South West Growth 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 Commissions 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