Quarterly Financial Report for the quarter ended June 30, 2016
Statement outlining results, risks and significant changes in operations, personnel and program
This quarterly report has been prepared by management as required by section 65.1 of the Financial Administration Act and in the form and manner prescribed by the Treasury Board. This report should be read in conjunction with the Main Estimates and Supplementary Estimates.
The Financial Transactions and Reports Analysis Centre of Canada (FINTRAC), Canada’s financial intelligence unit, exists to assist in the detection and deterrence of money laundering and terrorism financing. FINTRAC reports to the Minister of Finance and operates within the ambit of the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA) and its Regulations.
Further information on the mandate, roles, responsibilities and program of FINTRAC can be found in the FINTRAC 2016–17 Main Estimates, available on the following website: https://www.tbs-sct.gc.ca/hgw-cgf/finances/pgs-pdg/gepme-pdgbpd/20162017/me-bpdtb-eng.asp.
A. Organizational Overview
The Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) is Canada’s financial intelligence unit. The Centre exists to assist in the detection, prevention and deterrence of money laundering and the financing of terrorist activities. FINTRAC’s actionable financial intelligence products and compliance functions are a unique contribution to the public safety of Canadians and to the protection of the integrity of Canada’s financial system.
FINTRAC is an independent agency that operates at arm’s length from the law enforcement agencies and other entities to which it is authorized to disclose financial intelligence. It reports to the Minister of Finance, who is in turn accountable to Parliament for the activities of the Centre. FINTRAC was established by, and operates within, the ambit of the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA) and its Regulations.
B. Basis of Presentation
This quarterly report has been prepared by management using an expenditure basis of accounting. The accompanying Statement of Authorities includes the department's spending authorities granted by Parliament and those used by the department consistent with the Main Estimates for the 2016–17 fiscal year. This quarterly report has been prepared using a special purpose financial reporting framework designed to meet financial information needs with respect to the use of spending authorities.
The authority of Parliament is required before moneys can be spent by the Government. Approvals are given in the form of annually approved limits through appropriation acts or through legislation in the form of statutory spending authority for specific purposes.
When Parliament is dissolved for the purposes of a general election, section 30 of the Financial Administration Act authorizes the Governor General, under certain conditions, to issue a special warrant authorizing the Government to withdraw funds from the Consolidated Revenue Fund. A special warrant is deemed to be an appropriation for the fiscal year in which it is issued.
The Centre uses the full accrual method of accounting to prepare and present its annual departmental financial statements that are part of the departmental performance reporting process. However, the spending authorities voted by Parliament remain on an expenditure basis.
2. Highlights of Fiscal Quarter and Fiscal Year to Date (YTD) Results
A. Statement of Authorities
FINTRAC’s total authorities available for use at the end of the first quarter of 2016–17 are $56.7M. This represents an increase of $2.5M, or 4.6% when compared to the $54.2M in authorities available for use in the first quarter of 2015–16.
View the text equivalent for Comparison of Authorities by Fiscal Year
ii. Budgetary Authorities
FINTRAC’s budgetary authorities have increased by $2.3M, or 4.7% when compared to the same period last year due primarily to the following changes:
- an increase of $2.1M for funding to modernize the analytical system used to detect money laundering and terrorist financing;
- an increase of $0.3M in funding to support the implementation of legislative amendments; and
- a decrease of $0.1M due to authorities transferred to Shared Services Canada and the Canada School of Public Service.
iii. Statutory Authorities
Authorities for contributions to employee benefit plans (EBP) increased by $0.2M, or 2.9% when compared to the same period last year, primarily due to an adjustment of the contribution rate used.
B. Statement of Departmental Budgetary Expenditures by Standard Object
Total actual budgetary expenditures at the end of the first quarter have increased by $0.2M or 1.8%, from $11.5M in 2015–16 to $11.7M in 2016–17.
i. Planned Expenditures
Budget 2014 directed resources to FINTRAC in order to modernize the analytics system used to strengthen Canada's anti-money laundering and anti-terrorist financing regime. Following the receipt of this funding, planned expenditures for acquisitions of machinery and equipment increased by $2.0M.
Planned expenditures for transportation and communication increased by $0.4M to reflect the increase in funding to support the implementation of legislative amendments directed to FINTRAC in Budget 2014.
In order to align with recent historical spending trends, planned spending for rentals has increased by $0.5M and purchased repair and maintenance has decreased by $0.4M.
ii. Year-to-date Expenditures
Year-to-date expenditures for rentals have increased by $1.0M at the end of Q1 due to timing differences in the billing for the rental of FINTRAC’s office space. Similar timing differences have increased professional and special service expenditures by $0.5M. Invoices for legal service fees, information retrieval services, and membership fees that were received in the second quarter of 2015–16 have been received and paid in the first quarter of 2016–17.
Transportation and communication expenditures have increased by $0.1M due to currency fluctuations and increased operational requirements to travel domestically to support the implementation of new legislative amendments. Employee relocation expenses have also increased with two relocations in 2016–17, compared to one relocation in 2015–16.
The increases in rental, transportation and communication expenses are offset by a reduction of $1.3M in personnel expenditures. The salary variance is primarily related to timing issues in 2015–16, which caused salary expenditures to be overstated in the first quarter when compared to 2016–17.
Lastly, purchased repair and maintenance expenditures have decreased by $0.1M following a one-time expense for unexpected generator maintenance in 2015–16.
3. Risks and Uncertainties
As Canada’s financial intelligence unit and a partner in Canada’s anti-money laundering and anti-terrorist financing regime, FINTRAC is a unique organization that will continue to face unique challenges. In seeking to be proactive in identifying risks and opportunities, FINTRAC must anticipate and assess internal and external risk factors that can affect the design and delivery of its program and the achievement of its strategic outcome. Additionally, FINTRAC must identify factors and risks that could adversely affect its ability to effectively manage its resources. FINTRAC has developed a Corporate Risk Profile (CRP) to identify and manage its key corporate risks. The CRP is reviewed regularly by senior level committees and the business planning process identifies activities to mitigate the risks. This contributes to the decision making processes for investment management and budgeting.
A. Risk Factors and Mitigation
An important area of risk identified in FINTRAC’s CRP is Resource Management. FINTRAC places a strong focus on the effective management of both human and financial resources especially during periods of change and transformation. As a small organization, FINTRAC faces challenges and limitations regarding its human resources capacity and its flexibility to cash manage funds.
To ensure that FINTRAC is able to attract and retain the talent needed to deliver on its mandate, the organization strives to create an engaging work environment that encourages excellence, offers competitive salaries and benefits, provides learning and development opportunities, and demonstrates a commitment to work/life balance. Leadership development opportunities are an important consideration not only for retention and succession management, but also to ensure the Centre has the leadership expertise and skills to adapt to its evolving business context. Individual learning plans support employee performance, and take into account career development objectives. Personnel spending is closely monitored to ensure fiscal stewardship.
It is expected that there will be increasing financial pressures over the next few fiscal years due to increasing operating expenses and a variety of government initiatives (e.g. the transformation of back-office operations, the funding of the Canada School of Public Service, ongoing reductions to professional services, advertising and travel announced in Budget 2016, etc.). As a fully reimbursing client of PWGSC, FINTRAC bears the rising cost of office accommodations, building maintenance and leasehold improvements. To date, however, the impact has been managed through the following actions and mitigation strategies:
- managers have been asked to identify and implement opportunities for efficiencies to offset a higher cost of operations; and
- FINTRAC management has developed rigorous control and reporting mechanisms to monitor spending including, for example, additional oversight to ensure that spending for travel, conferences and hospitality remain within sustainable levels.
Given the current state of the information technology infrastructure, namely the analytics system, it has been increasingly difficult for FINTRAC to efficiently manage the high volume of data it receives. To address the risk of system degradation that would impact the integrity of the Financial Intelligence Program, FINTRAC is implementing a multi-year project to modernize its analytics system and establish more efficient business processes and tools. Sustained effort is being made within the Centre to ensure the successful implementation of this significant project within its aggressive timelines. Such efforts include significant planning and oversight activities, establishing processes to ensure the required technical tools and resources are available to address day-to-day operational issues and provide input into future business processes and systems, and initiatives to maintain an engaged workforce.
Finally, FINTRAC’s IT infrastructure is now a Shared Services Canada (SSC) asset. This infrastructure is aging and has an increased risk of failure, which could potentially have an impact on FINTRAC operations and security requirements. With competing priorities from various partner departments, and a strategic focus toward end-state services, SSC has limited funding available for legacy infrastructure. This places an additional pressure on the Centre (which has provided supplemental funding for essential initiatives) to effectively plan, allocate its resources and deliver on its programs. To mitigate, FINTRAC will continue to implement a breadth of strategies, including: working closely with SSC and partners concerned with protecting National Security to identify potential synergies; tracking existing and potential future issues with the Centre’s legacy environments; conducting weekly status meetings and monthly partnership meetings with SSC; continuing to collaborate and partner with Chief Information Officers across the Government of Canada for potential solutions; and leveraging innovative technical solutions wherever possible.
4. Significant Changes in Relation to Operations, Personnel and Program
A. Key Personnel Changes
Over the past fiscal year, FINTRAC has undergone a corporate restructuring. As a result, the following personnel changes occurred at the executive level:
- Luc Beaudry was appointed to Assistant Director of Collaboration, Development and Research on May 19, 2015;
- Julie Neveu was appointed to Chief Human Resources Officer (CHRO) on January 26, 2016; and
- Stéphane Cousineau assumed the role of CFO in addition to his responsibilities as Deputy Director of Corporate Management Services on April 1, 2016.
B. Funding Authorities
Budget 2014 directed resources (up to $22.5M over 5 years) to FINTRAC in order to support the implementation of legislative amendments and to modernize the analytics system used to strengthen Canada's anti-money laundering and anti-terrorist financing regime. FINTRAC’s funding for these initiatives is $7.9M (excluding EBP) in 2016–17 compared to funding of $5.5M in 2015–16.
Budget 2015 directed resources (up to $3.5M over 5 years and $1M ongoing) to fight white-collar crime by authorizing FINTRAC to disclose financial intelligence to provincial securities regulators. FINTRAC’s funding for this initiative is $0.5M (excluding EBP) in 2016–17 compared to funding of $0.1M in 2015–16.
5. Approval by Senior Officials
Gérald Cossette, Director
Date: August 22, 2016
Stéphane Cousineau, Chief Financial Officer
|Fiscal Year 2016–17||Fiscal Year 2015–16|
|Total available for use for the year ending March 31, 2017 See the note below for Total available for use for the quarter ending March 31, 2017(1)||Used during the quarter ended June 30, 2016||Year to date used at quarter-end||Total available for use for the year ending March 31, 2016See the note below for Total available for use for the quarter ending March 31, 2017(1)||Used during the quarter ended June 30, 2015||Year to date used at quarter-end|
|Vote 30 – Program expenditures||51,042||10,289||10,289||48,800||10,117||10,117|
|Less: Revenues netted against expenditures||0||0||0||(53)||0||0|
|Net Vote 30 – Program expenditures||51,042||10,289||10,289||48,747||10,117||10,117|
|Budgetary statutory authorities|
Contributions to employee benefit plans
|Total budgetary authorities||56,697||11,702||11,702||54,243||11,491||11,491|
|Fiscal Year 2016–17||Fiscal Year 2015–16|
|Planned expenditures for the year ending March 31, 2017||Expended during the quarter ended June 30, 2016||Year to date used at quarter-end||Planned expenditures for the year ending March 31, 2016||Expended during the quarter ended June 30, 2015||Year to date used at quarter-end|
|Transportation and communications||1,418||359||359||1,036||216||216|
|Professional and special services||5,951||765||765||6,474||283||283|
|Repair and maintenance||541||41||41||989||125||125|
|Utilities, materials and supplies||348||67||67||343||95||95|
|Acquisition of land, buildings and works||0||0||0||0||0||0|
|Acquisition of machinery and equipment||3,697||24||24||1,655||38||38|
|Other subsidies and payments||0||(3)||(3)||4||(4)||(4)|
|Total gross budgetary expenditures||56,697||11,702||11,702||54,296||11,490||11,490|
|Less: Revenues netted against expenditures||0||0||0||(53)||0||0|
|Total budgetary expenditures||56,697||11,702||11,702||54,243||11,490||11,490|
- Date Modified: