We designated the highest ranking officer we could get in the Operations Division because that was where we had the greatest concentration of BSA expense.
Our philosophy was that authority, accountability and budget must go hand-in-hand. If your business activity gave rise to regulatory responsibility, then you were accountable for compliance with those rules. Along with the duty, you got the clear authority to manage the function on behalf of the company and the budget to carry out your mission. The usual disciplines of internal audit and budget-performance-based compensation held your feet to the fire.
We did NOT want accountability for compliance to rest on the compliance officer, because the compliance department had no authority to control employees in other units.
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...gone fishing.