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Posts tagged fraud prevention
Fraud Risks and Technology: The Face of Fraud is Changing

By Queensland Crime and Corruption Commission

New and emerging technologies, like remote working using video and online technologies, generative artificial intelligence (AI) to speed up the delivery of services or undertake administrative tasks, and using social media to reach a wider audience are now common practice across the public sector. While advancements in technology and innovations in public service delivery are helping the public sector to deliver more efficient and effective services, they also increase fraud related risks by making it more difficult for fraudulent conduct to be detected, investigated, and prosecuted. This is because advanced technology can offer anonymity, psychological distance, speed and efficiency, and personalisation not seen before. This combined with current economic conditions, such as the rising cost of living, may increase the motivation for fraud by public sector employees or contractors. While technological advancements are changing almost all aspects of fraud, the CCC’s corruption work has identified three areas that are particularly prone to technology-related fraud threats: • procurement • recruitment • grant funding, regulation, and licensing.

State of Queensland: Queensland Crime and Corruption Commission, 2024. 4p.

Will the Future Policing of Fraud be a Fundamental Shift in our Approach to Tackling Fraud or Largely More of the Same? Reviewing the 2023 UK Fraud Strategy Through Evidence on the Ground

By Alan Doig, Michael Levi, and Jodie Luker

In 2023, the UK government issued a national Fraud Strategy in response to concerns over increases in reported fraud and the low levels of law enforcement resources available to investigate cases. The Strategy was announced as a fundamental shift in how the government intended to respond to frauds and attempted frauds against individuals. The article focusses on the evidence base that may be assumed to underpin and shape any strategy by assessing and analysing the data what would have been available at the time the Strategy was drafted.The article argues that the Strategy has not taken any time to explore past strategies and any lessons to be learned and nor did it appear to substantively accessed, used, analysed and interpreted the available data, and nor used that data as an evidence base to develop an approach will have to be strategic, prioritised and innovative. The article concludes that, in strategic terms, the Strategy may be unlikely to achieve its objectives.

Security Journal (2025) 38:8