Knowing where corruption is most likely to occur is fundamental to managing it effectively.
The following resources have been designed to assist Queensland public sector agencies identify major corruption risks and develop prevention strategies.
Official resources are those paid for and owned by a public entity. They may be assets, services or consumables, and can be either tangible (e.g. stationery, equipment or public housing) or intangible (e.g. information, internet access or employee time). These resources are intended to help employees carry out tasks associated with their work and provide efficient service to the community. They are not provided for the personal benefit of employees.
Poor management, deliberate misuse or diversion of official resources for non-approved purposes is a breach of public trust and may result in disciplinary action or prosecution.
The resources most at risk include:
- credit cards, cash, and other public funds
- vehicles, plant, equipment and premises, and
- IT and communication technology.
The aim of this advisory is to equip managers and supervisors with information about the corruption risks that can arise when public sector staff engage in employment or other commitments outside of their agency. The advisory describes the types of conflicts that may arise, signs that other commitments are impacting duties, the potential escalation into corrupt conduct, and strategies to manage risk.
With increased awareness of these risks, managers and supervisors will be better placed to identify and put in place measures to prevent corruption.
Improper access to and disclosure of confidential information by public sector employees is a serious concern for agencies and members of the public who are required to provide their personal information to agencies in return for services.
The aim of this advisory is to assist managers and agencies to address the corrupt behaviours associated with misuse of confidential information. The advisory will describe the drivers and consequences of misuse of confidential information, identify vulnerable or susceptible information, and propose strategies to frustrate attempts to misuse information.
Lobbyists most commonly try to influence ministers, councillors and senior public servants in a position to make statutory, monetary or policy decisions that can benefit or disadvantage individuals or sections of the community. However, lower ranking officers, particularly those making purchasing decisions or evaluating eligibility for various grants and benefits, may also be subjected to persuasive pressure.
Over time, public sector officers acquire valuable skills, knowledge and contacts which make them highly employable, and many officers make the move into the private sector to enhance their careers. The period leading up to separation from the public sector, and after it, can create corruption risks for an agency.
Procurement refers to the entire process by which a public sector organisation acquires resources such as goods, services, facilities, capital and human resources. It includes planning, design, determination of standards, writing specifications, selecting suppliers, financing, administering contracts, disposal and other related functions.
Accepting a gift or a benefit may seem innocent, especially if it is a low-value or token gift. But accepting any gift, even a small one, could be the start of a more complicated pattern of conduct and become a serious corruption risk. For precisely that reason, public sector roles such as those of procurement or contract management staff are expressly forbidden to accept any gift or benefit.
The aims of this advisory are to:
- Explain why accepting gifts and benefits can be a serious corruption risk, and
- Encourage agencies to ensure that their systems for managing gifts and benefits minimise the potential for unethical or corrupt behaviour by either the giver of gifts or the person to whom they are offered.
This short guide has been compiled by the Queensland State Archives (QSA) and the Crime and Corruption Commission (CCC) to explain the requirements and benefits of effective recordkeeping. It details what a public record is and who should keep them; why good recordkeeping is important; and how poor recordkeeping can put you and your agency at risk. It also outlines the key elements to be considered when creating, storing and disposing of public records.
This joint corruption prevention advisory from the Crime and Corruption Commission and Queensland State Archives sets out the requirements for the management of council records.
It addresses the following questions:
- Why is good record keeping important?
- What is a public record?
- What are the requirements for managing records?
Social media allows us to engage and communicate with our customers and colleagues to build stronger and more successful relationships. Social media consists of online interactive technologies through which individuals, communities and organisations can share, co-create, discuss, and modify user-generated content or pre-made content posted online.
However, as social networking platforms are sometimes open forums, public officers must understand the responsibilities and obligations that come with the use of social media for both official and personal use.
This advisory details the major ethical and legal obligations of state government election candidates and Members of Parliament to assist them to better understand the nature and requirements of public office. Election candidates and Members of Parliament are subject to specific obligations and legislation at each stage of the electoral process.
This advisory provides advice for:
- All candidates standing for election
- Members of Parliament while in office, during an election period, transitioning out of office, and after leaving office.
Sponsorship is a business arrangement in which the sponsor agrees to have their name, products or services associated with the sponsored organisation’s activities for a negotiated benefit in cash or kind, or a combination of both. The opportunities for public sector agencies using sponsorships to develop corporate partnerships are extensive.
When properly considered and implemented they can provide all parties with positive and tangible returns.
However, they do present risks to public sector organisations which must strive at all times to obtain the best value for money, act transparently, encourage open and effective competition and make efficient use of public funds. Achieving this through sponsorship requires an awareness of the associated ethical and corruption risks, and high-level management skills. One of the most important aspects is managing the public perception of the arrangement.