DOJ Evaluation of Corporate Compliance Programs» Read More
Organizations are under increasing scrutiny regarding ethical lapses and allegations of fraud. Fiscal year 2018 was a record-breaking year for the U.S. Securities and Exchange Commission’s whistleblower program, as more and more individuals have been coming forward with allegations of impropriety. Come learn how to use continuous auditing and monitoring in the fight against fraud – or help improve your compliance program!» Read More
Jonathan T. Marks will lead today’s discussion that will focus on the key components of a fraud risk management program and discuss what the board and senior management expect today
This one day fraud symposium, sponsored by Baker Tilly’s Forensic, Litigation, & Valuation Services Practice Group and hosted by the Institute of Internal Auditors, Philadelphia Chapter, will include topics
“Fraud is not an accounting problem; it is a social phenomenon.” Joe Wells
Most companies will not readily admit that their organizations may be vulnerable to fraud.
According to the 2020 Report to the Nations published by the Association of Certified Fraud Examiners (“ACFE”), which contains an analysis of approximately 2,500 cases of occupational fraud that were investigated between January 2018 and September 2019, organizations lose 5% of their annual revenues to fraud. While this number is only a general estimate based on the opinion, it represents the collective observations of anti-fraud experts who together have investigated hundreds of thousands of fraud cases. Based on the ACFE’s study, the median loss caused by frauds was $125,000, with 21.0% of the cases resulting in losses of at least $1 million.
I’m often am asked what can be done to make a fraud risk management program better, assuming one exists. To make something better, one must recognize and come to terms
Related party transactions could be a “red flag“, and must be evaluated with the proper skepticism! Perceived opportunities to commit management fraud include the ability of the fraudster to
It’s a mistake to ignore the human element when fighting fraud within a corporation. There are behavioral and
At some point it appears there was a human behavior theory that was possibly applied to fraud risk management and the 10-80-10 Rule to Ethics was born.
This theory is based on the assumption that 10 percent of the people are ethical all of the time, 80 percent could behave unethically depending on the situation or the pressure(s) being applied, and 10 percent have no or a severely broken moral compass and will pounce on opportunities to commit fraud.» Read More
While we can’t get into the mind of the white collar criminal, we can take a closer look at high-profile individuals who have perpetrated massive fraud at corporations and instances of fraud identified in practice, as well as some research, to help is identify a pattern of similar behavioral elements common to white-collar crooks and cultural elements common to their environments.» Read More
Boards and Audit Committee members this is a public service announcement.
You should be really digging in and asking why an investigation was shut down.
That is all!
The IIA Philadlephia is proud to announce the addition of Chelsea Binns, PhD, Assistant Professor at John Jay College of Criminal Justice, to its line up of presenters at the
When fighting fraud, many ignore the human element, and that’s a mistake. While we can’t get into the mind of the white-collar criminal, we can take a closer look at
In addition to establishing an ethical environment, board members and management must also take the lead in implementing and maintaining a formal fraud risk management program. One key element of such a program is a fraud risk assessment.
Risk assessments are part of the discipline of risk management, where enhanced frameworks and techniques have emerged. Risk management comprises the identification, assessment, and prioritization of risks followed by the coordinated and efficient use of resources to monitor, minimize, and otherwise control the impact of the risks on the organization.» Read More
In one of his early short stories, F. Scott Fitzgerald famously wrote: “Let me tell you about the very rich. They are different from you and me.” Years later, when
According to the most recent global fraud study by the Association of Certified Fraud Examiners (ACFE), the typical organization loses an estimated 5 percent of its annual revenue to fraud. While fraud in nonprofit organizations resulted, on average, in a smaller net loss than fraud in commercial enterprises, the nonprofits in the study reported a median loss of $100,000 – a significant loss to any charitable organization!
Beyond the immediate financial loss, however, an even greater potential cost of fraud to nonprofit organizations is the reputational damage that can occur. Because most nonprofits depend on support from donors, grantors, or other public sources, their reputations are among their most valued assets. In addition, fraud in nonprofit settings often garners unrelenting negative media attention.