A serious allegation of workplace misconduct lands on your desk at 9am on a Monday. A staff member claims their supervisor has been falsifying client records. Another team member heard about it and the story is spreading. The accused is demanding to know who made the complaint. Your Board wants answers, and you're realising you've never dealt with a situation like this before.
The Australian Signals Directorate’s Australian Cyber Security Centre (ASD’s ACSC) has recently released its Annual Cyber Threat Report 2024–2025 which provides insights into the cybersecurity and cybercriminal landscape in Australia. While most organisations are undertaking a range of good activities for Cyber Awareness month the report is a timely reminder of the need to be cyber safe every day of every month.
The past couple of weeks of grand finals has reminded us why Australians love sport. From the AFL to the NRLW and NRL, the games have been a celebration of competition at its very best, with the very best rising to the top. The Lions and Broncos delivered incredible performances that made Queensland proud and showed what happens when skill, preparation and competitive spirit come together.
Stephen Calder is a Canberra-based governance and assurance professional with a long-standing commitment to public service and community. He recently joined Centium, a leading consultancy specialising in risk, governance, internal audit, investigations, probity, and cybersecurity. In his role, Stephen works closely with Commonwealth agencies to help them navigate complex challenges and deliver better outcomes for Australians. […]
When was the last time someone in your organisation raised a concern about potential misconduct? If you can't remember, or the answer is never, there's a good chance your reporting channels aren't working.
As a leader in a non-profit, the lack of red flags being brought to your attention might seem like an attractive scenario. Fewer problems brought across your desk means fewer problems are occurring, right? We all know it doesn't work that way. As soon as you scratch below the surface, you find the deeper problem.
Financial misconduct in not-for-profits isn't usually the dramatic fraud that makes headlines. More often, it's a series of small lapses that compound over time; a missing receipt here, an informal approval there, or grant funds used for the "wrong" purpose during a cash flow crunch. These examples sound free of malice and ill intent, because they often are, as we explored in our previous article on unintentional misconduct. In resource-constrained environments where staff wear multiple hats and trust often substitutes for process, these risks multiply.
Trust, goodwill and a desire to help others sit at the heart of all NFP organisations. These values drive passionate teams to work long hours for causes they believe in, volunteers to give their time freely, and communities to support missions that matter.
Misconduct is often perceived as a single event that suddenly erupts. Although cases like these do occur, misconduct typically appears as a series of more subtle signs that are missed. They can be small oversights, minor assumptions that go unchecked, or grey areas that remain unchallenged. Within not-for-profits, where reputation and regulatory compliance are paramount, recognising these early warning signs isn't only good governance, it's essential to an organisation's longevity.
The NSW Auditor General released his Local Government 2024 report in March this year, and it highlighted some of the financial vulnerabilities that we know exist within the sector.
One of the key financial benchmarks used to track council performance by the NSW Auditor General and the NSW Office of Local Government is the operating performance ratio. This ratio provides an indication of whether the Council is carrying ongoing deficits, and the benchmark is a break even average over three years.
