ACC 423 8-3 Fraud Prevent Checklist Evaluation

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1 Fraud Prevent Checklist Evaluation Harriet Creyer 8-3 Fraud Prevent Checklist Evaluation Southern New Hampshire University ACC 423 – Detection/Prevention Fraud Financial Statements
2 Fraud Prevent Checklist Evaluation Fraud prevention checklist evaluation In the 2010 Report to the Nations, the ACFE has provided a Fraud Prevention Checklist, which is “the most cost-effective way to limit fraud losses is to prevent fraud from occurring. this checklist is designed to help organizations test the effectiveness of their fraud prevention measures.” (ACFE,  Report to the Nations  2010). By utilising this checklist, it will enable businesses to ensure they are doing what they can in the way of fraud prevention. The points listed below are the ones within the checklist: Is ongoing anti-fraud training provided to all employees of the organization? Adequate training is paramount to every employee regardless of the position held within the company. Every new employee and existing employee need to go through some sort of annual training to ensure and information is refreshed. This would ensure that the employees understand there is a zero tolerance to fraud, and they would know how and who to report it to. Having this training in place will result in a reduction of cost as it will allow fraud to be more visible to other employees and there would potentially be more than likely to be caught. I think there needs to be more specifications within this question in the checklist. Employees cannot do the training once if upper management wishes for it to be effective. Is an effective fraud reporting mechanism in place? According to the report the most effective detection method for reporting fraud if the tip/hotline. Ensuring employees/ or suspicious customers have an effective method to report any suspicious activity. This hotline would need to be anonymous as not many employees would feel comfortable coming forward with information.
3 Fraud Prevent Checklist Evaluation To increase employees’ perception of detection, are the following proactive measures taken and publicized to employee? Perception and knowledge are essential for companies moving forward with fraud goals this also includes knowledge of time fraud. To make employees aware that they will be found out and prosecuted. Having spot checks and audits sets a tone within the company that things re to be checked on a regular basis. Having set policies and procedures in place from the start will creating the understanding that these checks will be mandatory. “Proactive fraud policies begin with management, auditors, and fraud examiners taking a higher stance.” (Wells, 2017) Is the management climate/tone at the top one of honesty and integrity? Within an organisation or a company, it is critical for upper management to set the tone regarding honesty and integrity. Not only will it create the climate for the employees but also for the stockholders within the company. Both honesty and integrity are important and paramount and will trickle its way down throughout the company. It would be advised for upper management to be mindful with how they act around their employees and not to be closed off or have things hidden. Are fraud risk assessments performed to proactively identify and mitigate the company’s vulnerabilities to internal and external fraud? Fraud risk assessments are a within an organisation for various different reasons. “The fundamental concepts of risk assessment are probability (the chance an event will occur) and impact (the magnitude of the event if it occurs). However simple those concepts are, measuring and applying them is difficult.” (Singleton, 2010). For any anti-fraud policy to be effective then risk assessments are necessary. I think bi-annual assessments would be
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4 Fraud Prevent Checklist Evaluation recommended as it would allow for any policy changes to be taken into effect or problems from the previous assessment to be fixed. Are strong anti-fraud controls in place and operating effectively, including the following? Proper separation of duties, Use of authorizations, Physical safeguards, Job rotations, Mandatory vacations. I think these controls are strong and would operate effectively, in addition to those mentioned there would be a need for vender/supplier controls. There is also a need for internal and external audits being performed on all aspects of a business; from reports/expense filing to inventory. Does the internal audit department, if one exists, have adequate resources and authority to operate effectively and without undue influence from senior management? Internal audits are key to ensuring anti-fraud policies and procedures are implemented. If any perpetrator feels that the policies and prevention/detection methods are lacking there may become a weak spot for someone to exploit. This would ensure there would be no influence from upper management as they would also be subject to audits. Quarterly audits as well as surprise external audits are needed to ensure all boxes are ticked. Does the hiring policy include the following (where permitted by law)? Past employment verification, Criminal and civil background checks, Credit checks, Drug screening, Education verification, References check. I think depending on the type of business and position applied for then some of these would be necessary. However, fraud doesn’t always come to light during the hiring process,
5 Fraud Prevent Checklist Evaluation it could potentially come out when it is too late. I think that it needs to be made aware that that these checks COULD be a possibility but potentially unnecessary. Are employee support programs in place to assist employees struggling with addictions, mental/emotional health, family, or financial problems? Employee support programs are needed if the employee saw themselves in trouble during their employment. Pressure from family and financial are some of the top reasons for someone to commit fraud. If an employee was to go through a support program there would need to be allowances needed to ensure they are having their work checked or moved to a department where it is less likely for fraud to be committed. Having resources for addiction, mental/emotional health, family, or financial problems can help reduce the risk of fraud because the employee knows they can receive help. Is an open-door policy in place that allows employees to speak freely about pressures, providing management the opportunity to alleviate such pressures before they become acute? Having an open-door policy is extremely important and possibly an effective tool in fraud prevention. When upper management are in contact with employees it gives the employees a level of appreciation and the feeling of being valued within the company and not just a number. I would recommended that there is a policy in place for employees to use this open-door policy however there would also need to be the tip/hotline in place just in case there is any issues within management. Are anonymous surveys conducted to assess employee morale?
6 Fraud Prevent Checklist Evaluation Employee surveys allow companies to judge both morale and ethics which are important for the running of a company. If a company lacks morale it can lead to the employees feeling undervalued and could potentially start looking for a weak link with the anti-fraud chain. Surveys can be very effective for a company if they were to remain anonymous.
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7 Fraud Prevent Checklist Evaluation References ACFE. (2010).  Report to the Nations . Retrieved February 23, 2023, from https://www.acfe.com/-/media/files/acfe/pdfs/rttn-2010.ashx   Singleton, T.W.S.A. J. (2010). Fraud Auditing and Forensic Accounting (4th ed.). Wiley Professional Development (P&T). https://mbsdirect.vitalsource.com/books/9780470877913 Wells, J. T. (2017). Corporate Fraud Handbook: Prevention and Detection (5th ed.). Wiley Professional Development (P&T). https://mbsdirect.vitalsource.com/books/9781119351955