Full summary of skills and achievements as Head of Investigations & Enforcements Unit in Turks & Caicos Islands.

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SIMON BAKER CV APPENDIX
Strategic partnerships with Government/Civil Societyto promote joint working
1. Developed strong and effective relationships with key strategic partners.
This included HE The Governor, Commissioner of Police, the Attorney General, the
DPP, Human Rights and Complaints Commissions,ChiefInternal Auditor and National
Audit Office. This facilitated effective joint working to achieve the Commissions
strategic objectives.
2. Developed a strong strategic partnership with the Director of Contracts within the
Ministry of Finance to monitor concerns raised about ongoing procurement issues and
the Tendering process.
Outcomes:
a) Led investigation of an alleged breach of the Code of Conduct concerning
recommendation, by a senior public official, to award a contract.
b) Recommended that a Formal Inquiry be held into the alleged breach.
c) The investigation and Inquiry were facilitated by the provisions contained in the
Procurement Ordinance, the Integrity Commission Ordinance (specific
offences) and the Code of Conduct. The system is designed to protect the
Minister from involvement in the Tendering process until the matter is
presented to Cabinet for final decision.
3. Worked closely with the Westminster Foundation for Democracy to play a pivotal role
drafting a unique Political Activities Ordinance. This set out a statutory framework for
Political Parties to disclose party donors/donations and expenditure through the
provision of audited accounts and public disclosure. The UK Electoral legislation was
used as a benchmark, whilst taking into account local factors.
4. In partnership with the Financial Services Commission:
a) Led a multidisciplinary team tasked with completing a Threat Assessment (key
part of a wider National Risk Assessment) supported by the World Bank.
b) Responsible for the collection and analysis of data to identify the main threats
to the Islands from money laundering and terrorist financing.
c) Consulted with team to draft the final report with recommendations for new
legislation to enable enforcement for consideration by policy makers.
5. Represented the Integrity Commission at a 3-day Media Seminar run by Thomson-
Reuters News Agency with the aim of improving and enhancing the crucial strategic
partnership between Law Enforcement and investigative journalists in uncovering
corruption in the Turks and Caicos Islands. I raised their awareness of significant
information, published by the Commission.This included the ‘Register of Interests’ and
‘Contracts with Government requiring politicians to disclose private business interests
and any contracts with Government entities.
6. Developed and maintained ongoing liaison with the Auditor General and the Contracts
Manager in relation to major concerns about budgetary management of primary and
secondary health care provision by an overseas provider. This included a significant
conflict of interest issue involving a senior politician and allegations that both Clinical
and Financial audits had been delayed or interfered with, resulting in allegations of
political interference/potential corruption.

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7. Initiated and completed a review of Sand-mining activity in the Turks and Caicos
Islands in response to serious concerns that vulnerabilities in the tendering process
were facilitating corrupt practices. Involved engagement with various local and
international construction companies, statutory Boards and Government Officials.
8. Maintained a network of media contacts to ensure that the work of the Commission
was not being misrepresented or distorted. Interviewed by the main TV News
Channels to promote the anticorruption efforts being delivered.
9. Designed and delivered a number of presentations to raise awareness of both the
Compliance and Investigative functions to various stakeholders in Government and
civil society. Introduced Public Education Unit to Intelligence process to facilitate
improved sharing of information and focus their efforts on identified areas of concern.
10. Key note Speaker at an FCO organised Good Governance Conference in Miami to
promote and cascade best practice used by the Integrity Commission to the Heads of
Mission in other Overseas Territories.
11. Worked closely and consulted with Governor’s Spokesman/Corporate
Communications consultant to ensure press releases were appropriate and released
for timely publication by local media.
12. Drafted and designed sections of the Integrity Commissionwebsitedescribingthe work
of the Investigations and Enforcement unit. Worked closely worked IT Specialist to
include anonymous online reporting of concerns via a digital platform.
https://www.integritycommission.tc/enforcement
Internal Project Management/ Organisational Change Management/Staff mentoring
13. Acting Compliance Officer to screen outstanding confidential Declarations of Income,
Assets and Liabilities by specified Persons in Public Life:
a) Designed and implemented new form.
b) Analysed data to create an action plan to manage individuals who were not
compliant.
c) Achieved a compliance rate of 95%, by addressing the significant concerns of
senior public officials about intrusiveness, confidentially and information
handling issues associated with a revised format.
d) Copy supplied to DFID in Ghana as requested.(2014)
14. Project managed the following:
a) Inclusion of executive powers to obtain admissible evidence to prosecute cases
of corruption.
b) Instituted statutory ‘whistleblower’ protection to protect sensitive informants (in
liaison with HE The Governor, Attorney General & EU Law Reform Working
Group).
c) Drafted a Code of Conduct for specified Persons in Public Life (to include
criminal sanctions) in liaison with HE The Governor, Director of Strategy
(secondment from UK Cabinet Office) and the Commissioners (Integrity
Commission).
Note: The Code set out how the relationship between Ministers, Special
Advisors and Civil Servants should function. It also defined and explained how
to identify and manage conflicts of interest and covered Chief Executives,

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Members and Executive Officers of Commissions, Statutory Boards and other
Public Bodies. Designed as a ‘living document’.
A copy was made available to DFID on request in 2014 for use in Ghana.
d) Public consultation with stakeholders including civil society groups via
individual and group meetings (Town Hall Meetings) and media interviews.
15. Negotiated and influenced the Director and Commissioners (Integrity Commission) to
agree to the implementation of an Intelligence Management System to separate
intelligence process from the investigative function.
16. Localised the role of Investigate Officer:
a) Recruited and managed a local Investigative Officer whom I coached and
mentored in relevant disciplines including:
i. Case Management/ Investigative strategies
ii. Interview skills
iii. Operational Orders
17. Engaged with the Complaints Commission (Ombudsman) to build and develop the
skills and abilities of the locally appointed investigator.
18. To develop and manage the performance of the Integrity Commission, I introduced
several new processes to include:
a) Multidisciplinary monthly Operational Meetings to risk assess, prioritise and
manage ongoing investigative and intelligence development operations. The
objective of these meetings was to drive performance by holding senior
management to account for progress on delivering successful outcomes.
This process introduced Compliance Unit into Intelligence process through
Monthly Meetings to focus their activities on high risk Declarants.
b) Introduced a Threat Matrix to ensure that allegations of corruption were
objectively risk assessed to prioritise investigations. This was to maximize the
effective use of minimal resources to minimise the risk to the economic, social
and environmental fabric of the Territory.
19. Introduced a system of Tactical Monthly meetings with other institutions that protect
good governance, to include Commissioner of Police, Human Rights and Complaints
Commissioners and thereby ensure the timely and appropriate management and
sharing of information.
20. Implemented a Strategic Assessment/Control Strategy informed by an objective
evaluation of the main threats to the economic prosperity of the Islands.
21. Completed a comprehensive internal Strategic and Tactical Review to assess the
performance of the Integrity Commission and identify ways to improve the delivery of
its statutory obligations and clarify the processes used to discharge its functions. This
review was triggered by acknowledgement that current processes were not working
effectively or fairly.