Money Laundering in A Changed World - Part IWritten by Sam Vaknin
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The Scale of Problem According to a 1996 IMF estimate, money laundered annually amounts to 2-5% of world GDP (between 800 billion and 2 trillion US dollars in today's terms). The lower figure is considerably larger than an average European economy, such as Spain's. The System It is important to realize that money laundering takes place within banking system. Big amounts of cash are spread among numerous accounts (sometimes in free economic zones, financial off shore centers, and tax havens), converted to bearer financial instruments (money orders, bonds), or placed with trusts and charities. The money is then transferred to other locations, sometimes as bogus payments for "goods and services" against fake or inflated invoices issued by holding companies owned by lawyers or accountants on behalf of unnamed beneficiaries. The transferred funds are re-assembled in their destination and often "shipped" back to point of origin under a new identity. The laundered funds are then invested in legitimate economy. It is a simple procedure - yet an effective one. It results in either no paper trail - or too much of it. The accounts are invariably liquidated and all traces erased. Why is it a Problem? Criminal and tax evading funds are idle and non-productive. Their injection, however surreptitiously, into economy transforms them into a productive (and cheap) source of capital. Why is this negative? Because it corrupts government officials, banks and their officers, contaminates legal sectors of economy, crowds out legitimate and foreign capital, makes money supply unpredictable and uncontrollable, and increases cross-border capital movements, thereby enhancing volatility of exchange rates. A multilateral, co-ordinated, effort (exchange of information, uniform laws, extra-territorial legal powers) is required to counter international dimensions of money laundering. Many countries opt in because money laundering has also become a domestic political and economic concern. The United Nations, Bank for International Settlements, OECD's FATF, EU, Council of Europe, Organisation of American States, all published anti-money laundering standards. Regional groupings were formed (or are being established) in Caribbean, Asia, Europe, southern Africa, western Africa, and Latin America. (continued)

Sam Vaknin is the author of Malignant Self Love - Narcissism Revisited and After the Rain - How the West Lost the East. He is a columnist for Central Europe Review, United Press International (UPI) and eBookWeb and the editor of mental health and Central East Europe categories in The Open Directory and Suite101. Web site: http://samvak.tripod.com/
| | How to Use Consultants Effectively - A View From the Other Side Written by Carol Verret
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Define Objectives. What are goals and benchmarks? All too often a client is ambivalent about what objectives are in terms of observable outcomes. I suggested to a client that a market share penetration was an imminently achievable goal and he indicated that he thought that was not achievable. I told him he was right, it wasn’t achievable as long as he thought it wasn’t. This client property is now consistently running well over that. Another goal may be to increase mid-week occupancy. Set average number of rooms per weeknight and develop a system of measurement. The benchmarks are what percentage increase and incremental number of rooms in three months, six months, and a year. Define Parameters of Consultation. Define fee structure, billable expenses and duration of consultation with renewal options, if applicable. Discuss reporting arrangement and agree upon when bill is to be paid. In many cases, consultant is a small business operator and invoices left unpaid for over thirty days puts him or her in a bind and gets your account poorly served. Commit to Implementation of Recommendations. The single most frustrating thing to a consultant is a client with whom chemistry is right, terms of contract are clear but client does not implement or support agreed upon action plans and recommendations. The consultant has no authority to enforce performance of action plans except authority and express support that you give them. In those situations where everyone loves recommendations and action plans but there is no support for their implementation, consultant invariably gets blame for poor results. It’s your money -- use it wisely. Agree to Disagree on Occasion. A good consultant is there to stimulate you and provide another opinion. Commit to having discussions. If everything you were doing in past was so good, how did you get into this situation in first place? If you keep on doing what you are doing you will keep on getting what you’ve gotten. A disagreement on an issue doesn’t mean that you are wrong. Back your ego out of it and be willing to listen to a dissenting opinion. At least agree to think about it. Commit to Agenda. A good consultant will furnish you with an itinerary prior to visit and it is up to you to ensure that staff involved has cleared their calendars to give consultant their focus and attention. A consultant’s time is very expensive to waste. A staff member who is feeling threatened or defensive will often avoid spending required time with consultant. While a good consultant will try to put their fears to rest (unless they are problem), it is up to you to make it clear to staff that consultant is there to identify and support solutions, not to threaten or find fault. However, as saying goes, if you are not part of solution, you are part of problem. Communicate, Communicate, Communicate. As in any good relationship, success depends upon level of communication between parties involved. Make sure that staff provides reports consultant requests. A good consultant will begin their itinerary with a meeting with key contact(s) and conclude with same. Read and share with staff report that consultant furnishes after each visit and discuss on phone. A good consultant is not someone who is ‘between jobs’ or unemployable. Most have held positions of responsibility and produced results for their employers. That is how they developed their expertise. They are doing what they do for various reasons and not looking for a job. A good consultant has usually been offered numerous jobs by clients but prefers to do consulting for challenge, variety and flexibility that it affords. A good consultant is a consummate ‘hole plugger’ and problem fixer that can generate many times their fees in additional revenue provided that you, client, know how to use them effectively.

Carol Verret and Associates Consulting and Training offers training and consulting services to the hospitality industry in the areas of sales, marketing and customer service. For a complete description of her services, log onto her web site at http://www.carolverret.com, contact her via email at carol@carolverret.com or phone (303) 618-4065.
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