Money Laundering: Review of the Reporting ... - Dematerialised ID

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kpmg Review of the regime for handling Suspicious Activity Reports Report of recommendations KPMG LLP 8.8.2 The availability of data on successes and use of SARs in investigations and successful disruption, recovery and prosecution should provide additional hard evidence to individual FIUs and, in turn, their LEAs when seeking additional funds to support the activities of FIUs and other investigative units which rely on SARs. This information should be used for negotiations both within individual LEAs, and by Chief Constables, ACPO and other agencies’ senior management in their discussions with the Home Office. jo/fh/519 78
kpmg Review of the regime for handling Suspicious Activity Reports Report of recommendations KPMG LLP 9 Summary of recommendations 9.1 Delivery of the aims of the regime and the recommendations of this report Recommendation 1: Establishment of a Task Force (Report section 5.2) 9.1.1 A small Task Force of stakeholders should be established which is accountable for the delivery of the aims of the regime. The Task Force should be chaired by a senior Home Office official, report to a Government minister, and comprise individuals with sufficient authority to implement change. The Task Force should publish an annual report of achievements against measurable outcomes. Completion Date: September 2003 Agency: Home Office 9.1.2 The Task Force functions should be to promote the successes of the SAR regime, encourage collaboration between stakeholders, provide support and guidance, monitor resource needs and contribute to the UK’s AML strategy. Completion Date: September 2003 Agency: Task Force Recommendation 2: Government commitment to the aims and objectives of the SAR regime (Report section 5.3) 9.1.3 The Government should make a clear commitment to the aims and objectives of the SAR regime and the implementation of the recommendations of the KPMG review. Completion Date: September 2003 Agency: Home Office 9.2 Focusing and defining the work of ECB Recommendation 3: Structuring and strengthening the management of ECB (Report section 6.2) 9.2.1 ECB should be split into three core functions, DMC, LU and IDU and each function should be managed by a high quality individual, reporting to the Head of ECB, supported by a strong assistant. In addition, ECB Senior Management will need policy and legal support. The overall management team should include a diversity of experience, background and skills. Completion Date: September 2003 Agency: ECB jo/fh/519 79
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