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AML Model Validation: A Critical Need in the New Regulatory Environment

Summary

  • The definition of a model validation according to the OCC
  • How often a model validation should be completed according to the OCC
  • The origin of the term independent verification and validation, and how that relates to today’s model validation
  • Where the regulatory pressure has been to conduct an AML model validation
  • What elements should be reviewed during an AML model validation
  • What qualifies as a model validation, and what does not
  • What a sample model validation project plan would look like
  • Vendor due diligence – selecting a vendor for your AML/BSA projects
  • Definition of vendor independence
  • Outline the additions in Final Rule 504 as they relate to AML model validations

Overview

This training program will discuss the history and origin of a model validation. It will also discuss the requirements by the OCC for a model validation, and what exactly a model validation should include. The session will also analyze the elements of a model validation to know what to look for in an RFP, and detail the requirements included in Final Rule 504.

Who should attend?

  • BSA/AML Officers
  • Compliance Officers
  • Sanctions Officers
  • AML Analysts
  • Risk Officers
  • Legal Departments
  • Risk Managers
  • CEOs/Presidents at Banks, Broker-Dealers, Money Services Businesses and Other Non-Bank Financial Institutions

Gina J. Lowdermilk

Expert

Dr. Gina J. Lowdermilk,PhD (ABD), CAMS, CRMS is a highly experienced and educated BSA/AML and Financial Regulatory Compliance professional with extensive policy and procedure development and implementation, training, internal audit, monitoring, risk management, and reporting experience. Her emphasis has been working with financial institutions that are experiencing regulatory concerns and resolutions, including enforcement actions such as memorandums of understanding and cease and desist orders. Her 15 years of experience has given her the opportunity to work from small community banks to large, international financial institutions. Her roles not only included BSA/AML and Compliance, but also operations, lending services, business development, marketing, management, department development, and asset quality.

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