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2007-08

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ARCHIVED - RPP 2007-2008
Financial Transactions and Reports Analysis Centre of Canada


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SECTION II – ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME

2.1 Analysis by Program Activity

This section provides the description of FINTRAC’s program activity Collection, Analysis and Dissemination of Financial Information. This program activity supports the achievement of the Centre’s Strategic Outcome and Priorities. Also included are descriptions and expected results of the sub-activities that support the program and the performance measures that will be used to assess the Centre’s program.

Strategic Outcome

Financial Intelligence that contributes to the detection and deterrence of money laundering and terrorist activity financing in Canada and abroad.

Program Activity Name

Collection, Analysis and Dissemination of Financial Information


Financial Resources ($ millions)

2007-2008 2008-2009 2009-2010
37.0
 33.1
 33.3

Human Resources

2007-2008 2008-2009 2009-2010
220
 221
 222

Program Activity Expected Result

Technology-driven financial intelligence analysis and case disclosures that are widely accepted by law enforcement and intelligence agencies with a program that fosters compliance by the reporting entities.

Sub-Activities supporting the Program Activity
1.1 Program Sub-Activity: Technology driven Collection, Analytics, and Case Management
Description Technology driven Collection, Analytics, and Case Management includes activities to obtain, develop, enhance, support and operate IT systems and tools in support of the Centre’s priorities.
Related Priorities
  • Deliver timely and high quality financial intelligence to law enforcement, CSIS, and foreign financial intelligence units.
  • Ensure compliance with the PCMLTFA.
  • Disseminate strategic information on money laundering and terrorist activity financing to partners, stakeholders, and the general public.
Expected Result Effective, efficient and secure automated solutions that optimally support FINTRAC’s Compliance, Tactical Financial Intelligence and Strategic Financial Intelligence functions.
Indicators
a) Reporting entity access to and use of automated solutions.
b) Client satisfaction with automated solutions.
c) Internal tracking of IT automated solution performance.
Performance Measurement Strategy Analysis of internal systems data and monitoring, surveys and feedback from IT system users and reporting entities.

Financial Resources ($ millions)

2007-2008 2008-2009 2009-2010
18.7
 14.6
 14.1


1.2 Program Sub-Activity: Financial Intelligence Analysis
Description

Financial Intelligence Analysis encompasses the production and disclosure of timely and relevant tactical financial intelligence that enhances the capacity of Canadian law enforcement, and intelligence agencies and foreign financial intelligence units to detect and deter money laundering, terrorist activity financing and other threats to the security of Canada.

It also disseminates strategic information on money laundering and terrorist activity financing to partners, stakeholders, and the general public to enhance awareness and understanding of money laundering and terrorist activity financing and to inform the development of effective Canadian and multilateral counter-strategies.
Related Priorities
  • Deliver timely and high quality financial intelligence to law enforcement, CSIS, and foreign financial intelligence units.
  • Disseminate strategic information on money laundering and terrorist activity financing to partners, stakeholders, and the general public.
Expected Result Strategic financial intelligence and disclosures of tactical analysis that are widely accepted and used to combat suspected money laundering, terrorist activity financing and threats to the security of Canada.
Indicators
a) Feedback from partner agencies indicating that FINTRAC disclosures contributed to investigations/prosecutions of money laundering, terrorist financing and threats to the security of Canada.
b) Feedback from internal and external (including international) recipients that indicates that FINTRAC's strategic analysis products contributed to their improved understanding of money laundering, terrorist financing and threats to security, especially in the Canadian context.
Performance Measurement Strategy Analysis of internal systems data and feedback from disclosure and strategic analysis product recipients.

Financial Resources ($ millions)

2007-2008 2008-2009 2009-2010
8.0
 8.2
 8.4


1.3 Program Sub-Activity: Compliance
Description The Compliance function promotes and facilitates compliance with the law by reporting entities and detects and deters non-compliance. Key activities to accomplish this include awareness activities, the monitoring of data quality, a risk assessment function, examinations, and taking appropriate remedial action when non-compliance is detected.
Related Priorities
  • Ensure compliance with the PCMLTFA.
Expected Result A sustained high level of compliance by reporting entities across Canada with their obligations as mandated by the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA).
Indicators
a) Quality and volume of financial transaction reports submitted to FINTRAC by reporting entities.
b) Continuing Compliance Improvement by reporting entities– Number of examinations completed and compliance issues identified.
c) Number of compliance support functions provided to raise the awareness of reporting entities and assist them in meeting their obligations under the PCMLTFA.
Performance Measurement Strategy Analysis of internal systems data and monitoring.

Financial Resources ($ millions)

2007-2008 2008-2009 2009-2010
7.4
 7.4
 7.9


1.4 Program Sub-Activity: Domestic and International Relationships and Communications
Description Domestic and International Relationships and Communications strengthens FINTRAC’s relationships with domestic and international partners in support of the Centre’s priorities. It includes domestic activities to build partnerships and increase understanding of disclosure recipients’ strategic priorities; pursues access to domestic law enforcement and national security databases; advises on and supports development of national and international policy initiatives; and works with relevant domestic partners to increase awareness of FINTRAC’s compliance capabilities. This function also seeks out opportunities for the exchange of information by negotiating new information sharing agreements with foreign financial intelligence units (FIUs), promoting operational cooperation and providing technical assistance to emerging FIUs.
Related Priorities
  • Deliver timely and high quality financial intelligence to law enforcement, CSIS, and foreign financial intelligence units.
  • Ensure compliance with the PCMLTFA.
  • Disseminate strategic information on money laundering and terrorist activity financing to partners, stakeholders, and the general public.
Expected Result

Strong and mutually beneficial domestic and international relationships in support of strengthening detection and deterrence of money laundering and terrorist financing in Canada and abroad.

Increased awareness and understanding of money laundering, terrorist activity financing and enhancements to Canada’s AML/ATF regime among FINTRAC's stakeholders, partners and the general public.
Indicators
a) Extent and impact of FINTRAC involvement in key national fora such as Canada’s Anti-Money Laundering and Anti-Terrorist Financing (AML/ATF) regime, the Public Security and Anti-Terrorism (PSAT) Initiative, the National Coordinating Committee on Organized Crime (NCC), the National Integrated Interagency Information System (N-III) Federal Partners Interoperability Working Committee, and with other key stakeholder and regulatory groups (e.g. OSFI, CBA);
b) Extent and impact of FINTRAC involvement in key international fora such as Egmont Group of Financial Intelligence Units (FIUs) and the Financial Action Task Force (FATF); and
c) Survey results indicating the percentage of the general public with a “good” or “very good” understanding of Canada’s anti-money laundering and anti-terrorist financing regime.
Performance Measurement Strategy Analysis of data from internal systems, survey, and monitoring.

Financial Resources ($ millions)

2007-2008 2008-2009 2009-2010
2.9
 2.9
 2.9

2.2 Corporate Support

Corporate Support at FINTRAC consists of four sub-activities: Agency Management and Corporate services; Security and Privacy Protection; Accommodation; and IM/IT Support and Maintenance. In each of these areas, the Centre continues to be actively engaged in advancing the principles of sound resource management and effective decision-making.



Corporate Support Activities
Description FINTRAC’s Corporate Support activities support all of the Centre’s program activities and priorities. Corporate Support consists of: Agency Management and Corporate services; Security and Privacy Protection; Accommodation; and IT Support and Maintenance.
Related Priorities
  • Deliver timely and high quality financial intelligence to law enforcement, CSIS, and foreign financial intelligence units.
  • Ensure compliance with the PCMLTFA.
  • Disseminate strategic information on money laundering and terrorist activity financing to partners, stakeholders, and the general public.
Expected Result Key Expected Results
  • FINTRAC’s financial results accurately reflect the Centre’s financial position.
  • Motivated and skilled workforce.
  • High quality staff
  • FINTRAC’s facilities meet all organizational and security requirements.
  • FINTRAC’s operations are within applicable regulations, policies, acts and guidelines.
  • Corporate Support activities are efficient i.e. deliver services at reasonable cost and turn-around times relative to peers.
  • Cost-effective and robust service delivery and technology infrastructure.
  • Robust security and protection of privacy of information.
Indicators Key performance measures
  • Financial statements confirm financial results.
  • Knowledgeable observers are of the view that FINTRAC has high quality staff.
  • Operational controls are in place and FINTRAC is operating within applicable policies, acts and guidelines.
  • External reviews of FINTRAC’s corporate support functions.
  • Internal tracking of IM/IT service delivery and infrastructure performance.
  • Internal tracking of security incidents and breaches.
Performance Measurement Strategy Analysis of internal systems data, monitoring and external reviews.

Financial Resources ($ millions)

2007-2008 2008-2009 2009-2010
18.4
 15.5
 13.9

Human Resources

2007-2008 2008-2009 2009-2010
51
 50
 49

In 2007-08, FINTRAC will receive expanded responsibilities and commence a period of organizational growth. For the Centre to strengthen organizational effectiveness and achieve its priorities while effectively managing this growth phase, it will be critical for the Centre’s Corporate Support functions to plan and undertake a number of important initiatives. For the planning period, these initiatives will include:

  • Improving the Centre's integrated planning process to enhance decision-making. The Centre's planning approach will be based on the Program Activity Architecture;
  • Ensuring that human resources (HR) planning is an important and integral component of the Centre's business planning process, thus ensuring that the best HR decisions are made to help achieve business goals and priorities.

In addition, FINTRAC will continue to build on its commitment to being an exemplary employer and sustaining an effective, high performing and healthy work climate. In this regard, FINTRAC will examine its Code of Conduct against the new government Code to ensure consistency while maintaining an emphasis on the values required within the context of the PCMLTFA. Awareness training in values and ethics will be integrated into the Centre’s orientation program and will continue to be a cornerstone of FINTRAC’s operations.

To maintain a motivated and skilled workforce during the planning period, the Centre will place a special emphasis on the recruitment and selection of new employees. FINTRAC will also seek opportunities to strengthen the Centre’s position with respect to Official Languages and Employment Equity.

Another very important foundation for FINTRAC as an organization is its commitment to the protection of personal information. In 2007-08, FINTRAC will continue to maintain a robust and effective security program, including a full suite of policies and procedures to protect privacy, and prevent the unauthorized disclosure of information.

One key provision in the amendments to the PCMLTFA is that the Privacy Commissioner is mandated to conduct a review of the privacy protection measures taken by FINTRAC every two years. Given the priority that the Centre places on protection of information, FINTRAC welcomes the opportunity to benefit from any recommendations that may result from these reviews.

FINTRAC also seeks to excel in the provision of administrative services including accommodations, procurement, asset management, mail services, information management and translation services. While respecting government policies on accommodation, FINTRAC pays market rent to Public Works and Government Services Canada for the office space it occupies. As such, expenditures for leasing of its office space and associated office fit up costs are part of the operating budget. The Centre also requires special security enhancements in the facilities it occupies. In 2007-08, FINTRAC will continue implementation of its integrated facilities plan to ensure that the Centre’s facilities meet security requirements, accommodate new employees and contribute to organizational effectiveness.

 



Date Modified: 2007-03-29
 
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