How Have Different Public Sector Organizations Develop Their Strategic Approaches to Countering Fraud?

Management of change:
The necessary resources and management of these resources: and
The correct design and structure of the organisation itself.
Both organisations have set out, arguably, in the right direction. Both have produced their visions for the future together with a raft of proposals as how to achieve their respective ends whether it be through the professionalism of their staff through P.I.N.S. indeed D.W.P. were amongst the first to implement this programme with the result that a number of Benefit Investigators, upon becoming Accredited Counter Fraud Officers left D.W.P. to join the N.H.S. Directorate of Counter Fraud Services. Both have set about raising public awareness of fraud and how it impacts on the lives of taxpayers. Both have promised to get tough on fraudsters. This is one area that can create strange bedfellows. On the one hand the media is only to willing to run the anti-fraud campaigns and yet on the other will happily if not enthusiastically lambaste the various agencies when sanctions are brought to bear. The human cost of fraud is often overlooked; it is all too easy to cast all "fraudsters" in the role of social subversive out to wreck the welfare state.
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