The fragmented structure of the Department’s counter-fraud and police teams limits its ability to respond effectively to allegations of fraud and economic crime or to understand how cases are progressing. The Department is a large and complex organisation, and it needs strong 5 working relationships and a coordinated approach to deal with fraud properly. However, responsibility for responding to fraud and economic crime is split across several counter-fraud and police teams. These operate separately and lack the structures needed to communicate consistently and manage cases in a joined-up way. This may create gaps that fraudsters can exploit. The Department uses several case management systems to record fraud cases, which means it does not have a clear overall view of case progress or outcomes. As a result, it is harder for the Department to check that allegations have been investigated properly, and it is more difficult to give feedback to people who report suspected fraud. The Department told us that it plans to improve its understanding and assurance over how investigations are carried out by sampling cases. It also said there may be an opportunity to introduce a case management system that both its counter-fraud and police teams can access. In addition, the Department referred to its new integrated investigative model and other proposals that it plans to set out in its counter-fraud strategy, due in September 2026. These are intended to improve coordination and ensure the Department makes full use of its counter-fraud capability. recommendation As part of its Defence Reform programme to improve its structure and governance, and in updating its counter-fraud strategy, the Department should set out how it will enable effective joint working between its counter-fraud and police teams, including: • improved triage of cases to the most appropriate investigating body; • shared access to reliable information about case progress and outcomes; and • the economies of scal