financial procedures and internal controls internal
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Financial Procedures and Internal Controls Internal controls Why - PowerPoint PPT Presentation

Financial Procedures and Internal Controls Internal controls Why is this so important? Internal control why is this so important? Create valuable information on to the leadership on financial matters informed decision making


  1. Financial Procedures and Internal Controls

  2. Internal controls Why is this so important?

  3. Internal control – why is this so important? • Create valuable information on to the leadership on financial matters – informed decision making • Defines measurements of success • Strengthen value of external reporting through its reputation • Accountability • Internal: Board/Secretary General/employees • External: ZNCDA/donors/member/beneficiaries/governmental institutions • Secure trust of donors, partners and beneficiaries • Minimize the risks of: • Errors • Fraud • Corruption

  4. What are the characteristics of organisations with strong internal controls • Strong information system: Ø Complete reporting Ø Timely reporting Ø Relevant Ø Understandable Ø True and fair Ø Etc. • Transparent procedures • Segregation of duties • Sufficient skills • Clear roles and responsibilities • Quick and timely response to challenges and problems • Order

  5. Internal control tools • Proactive controls • Limitations (physical barriers, user settings etc.) • Segregation of duties • Acquire and maintain sufficient skills • Reactionary controls • Reporting • Approvals • Documentation of decisions and accountabilities • Internal and external auditing • Supervision

  6. Pointers on internal control • The risk of fraud is always there • The possible cost of fraud should be limited • Errors and fraud should be revealed as fast as possible • Balanced control level – make risk analysis • Evaluate cost of control against cost of fraud and errors • Control levels in relation to risk • Think trust vs. control vs. bureaucracy

  7. Fraud Theory and reports

  8. ACFE – observed behavioral red flags in fraud cases

  9. KPMG’s profile of a fraudster • Survey done i 2007 • Based on 360 cases from Europe, Middle East and Africa • The typical fraudster: • A member of the leadership • Often connected to the financial department • Exploits knowledge of the internal controls • Drived by opportunity of personal gain • Works alone in the fraudulent activities • Has been doing it for more than 6 months

  10. ACFE report – behavioral red flags

  11. Control weaknesses

  12. Tools of a fraud • Forgery of documents and accountabilities • Witholding information and registration of transactions • Giving misinformation to management and auditor

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