Abstract
Emergency relief is particularly exposed to fraud and corruption because funds must be disbursed quickly, often without adequate mechanisms to verify the legitimacy of intended beneficiaries. This review article examines that risk through South Africa's response to the COVID-19 pandemic, whose support package was estimated at R500 billion. Based on a narrative review of academic literature, official sources and documented cases, the article does not report primary empirical data. It first sets out a conceptual framework that brings together deterrence theory, the moral hazard inherent in grant funding, the weak controls typical of under-resourced non-profit organisations and the tension between speed and control in emergencies. It then synthesises the published evidence on the South African case: the special COVID-19 Social Relief of Distress (SRD) grant administered by the South African Social Security Agency (SASSA), salary-related and identity-related fraud, abuses of the Unemployment Insurance Fund's Temporary Employer-Employee Relief Scheme (TERS), and the exclusion of informal workers. Next, it examines the social and economic consequences for beneficiaries described in the literature. The article offers anti-fraud governance recommendations organised around prevention, detection and response, and proposes a research agenda built on a qualitative case study with real interviews of beneficiaries, officials and experts. It concludes that fraud will only be durably reduced if grant providers and implementing organisations jointly build an anti-fraud culture that is visible in day-to-day work.
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“Emergency relief programmes, such as South Africa's COVID-19 support package estimated at R500 billion, are especially vulnerable to fraud and corruption because funds must be disbursed quickly, often without adequate controls to verify the legitimacy of beneficiaries.” — Mvabaza (2026), Conscious Management Journal, 4(1).
“The literature reviewed indicates that grant funding is exposed to fraud because it rests on trust-based, loosely monitored grantmaker–recipient relationships, seeks social rather than financial returns, and often flows to understaffed organisations with limited financial controls.” — Mvabaza (2026), Conscious Management Journal, 4(1).
“The paper argues that internal controls and donor monitoring help prevent grant fraud, but its eradication requires grantmakers and implementing organisations to jointly build an anti-fraud culture, underpinned by a layered, preventive rather than corrective approach.” — Mvabaza (2026), Conscious Management Journal, 4(1).

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