Financial Transactions and Reports Analysis Centre of Canada's 2026–27 Departmental plan

On this page

• At a glance
• From the Director and Chief Executive Officer
• Plans to deliver on core responsibilities and internal services
  • Core responsibility 1: Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations
  • Core responsibility 2: Production and dissemination of financial intelligence
  • Internal services
• Department-wide considerations
  • Related government priorities
• Planned spending and human resources
  • Spending
  • Funding
  • Future-oriented condensed statement of operations
  • Human resources
• Supplementary information tables
• Federal tax expenditures
• Corporate information
• Definitions

From the Director and Chief Executive Officer

I am pleased to present to Parliament the 2026–27 Departmental Plan for the Financial Transactions and Reports Analysis Centre of Canada (FINTRAC). This report sets out our priorities and describes our plans for achieving real and impactful results for our partners and for Canadians in the upcoming year.

FINTRAC is at the heart of Canada’s multi-agency Anti-Money Laundering and Anti-Terrorist Financing (AML/ATF) Regime. By ensuring that approximately 38,000 businesses comply with their regulatory obligations and in generating critical financial intelligence for Canada’s law enforcement and national security agencies, the Centre plays a key role in combatting money laundering, terrorist financing, sanctions evasion and other threats to the security of Canada.

With transnational organized criminals and terrorists using increasingly sophisticated methods and technology to exploit vulnerabilities and inflict harm, we are focused on delivering on our core mandate, which is centered on protecting Canadians and Canada’s financial system. Our financial intelligence will be essential to advancing key national priorities in the coming year, including combatting extortion, illegal fentanyl, cyber-enabled fraud, auto theft and human trafficking. Our financial intelligence will also be crucial to the federal government’s enhanced efforts to secure Canada’s border and increased focus on fighting financial crime, particularly with the creation of Canada’s new financial crimes agency. In the coming months, we will be seeking additional resources to augment our financial intelligence operations and assistance in support of the federal government’s robust ‘follow the money’ strategy to combat financial crime.

In 2026–27, to help protect Canada’s financial system and Canadian businesses that are under increasing threat from transnational organized crime, we will intensify our supervisory efforts through a comprehensive risk-based approach that prioritizes the highest threats identified in Canada’s 2025 Assessment of Money Laundering and Terrorist Financing Risks. In operationalizing our new risk and supervisory framework, we will sharpen our focus on the priorities that matter most to advancing key national priorities and protecting Canada and Canadians. This will include enhancing our supervision of financial institutions, expanding oversight of virtual currency activities to address the risks in this rapidly evolving sector, and deepening our understanding of the money laundering risks in the online gaming space to mitigate vulnerabilities associated with the growth of illegal gaming and gambling platforms across Canada.

In the coming year, we will also implement comprehensive legislative and regulatory changes aimed at strengthening the impact of our supervisory activities and protecting Canada’s financial system. This includes introducing a streamlined universal enrolment program for regulated entities, advancing FINTRAC’s leadership role within the Financial Institutions Supervisory Committee (FISC) and the Strategic Advisory Committee (SAC), and strengthening the enforcement framework for administrative monetary penalties. With the significant changes to our Administrative Monetary Penalties Program, we will concentrate our efforts on entities that are not fulfilling their legal obligations and putting Canada and Canadians at risk. Combatting money laundering, terrorist financing and sanctions evasion is a moral and social responsibility, and we will ensure that businesses are doing their part.

As we enhance our supervisory efforts in the coming year, we will also accelerate our digital transformation by deploying cutting-edge technological solutions and modernizing existing applications to meet the demands of heightened oversight and evolving regulatory requirements. Central to this initiative is the development of a next-generation reporting entity portal, which will deliver streamlined reporting, real-time guidance, timely regulatory updates and integrated money services business registration and universal enrolment.

The digital transformation of our supervisory efforts is closely aligned with our broader real-time modernization vision. With this vision, we are advancing FINTRAC-wide digital automation, exploring artificial intelligence and machine learning, and pioneering data analytics to strengthen our financial intelligence and supervisory programs and better protect Canada and Canadians. For example, in combatting online child sexual exploitation, real-time financial intelligence capabilities will allow us to proactively identify and assist law enforcement, both in Canada and abroad, in disrupting networks that produce and distribute child sexual abuse material much quicker. This means that law enforcement can rescue victims sooner, support survivors earlier, and help all agencies target perpetrators faster, preventing the abuse of new victims. This is the essence of our work—helping to protect Canada’s most vulnerable citizens.

In 2026–27, we will also continue to work closely with our partners within Canada's AML/ATF Regime to ensure our overall Regime aligns well with domestic and international priorities and best practices. We look forward to the report of the Financial Action Task Force (FATF) mutual evaluation of Canada's AML/ATF Regime in mid-2026 and the review of the Office of the Auditor General of Canada. We will welcome any helpful recommendations that will assist in strengthening our ability to deliver results for Canadians.

I want to recognize and thank FINTRAC's dedicated employees for their professionalism, expertise, and unwavering commitment. I am proud to work with such capable professionals who are recognized here in Canada and internationally for their knowledge, expertise and commitment to the global fight against money laundering and the financing of terrorist activities.

______________________________
Sarah Paquet
Director and Chief Executive Officer

Plans to deliver on core responsibilities and internal services

Core responsibilities and internal services

• Core responsibility 1: Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations
• Core responsibility 2: Production and dissemination of financial intelligence
• Internal services

Core responsibility 1: Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations

Description

FINTRAC is responsible for ensuring compliance with Part 1 and Part 1.1 of the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA) and its associated Regulations. This legal framework establishes obligations for reporting entities to develop and implement a compliance program to identify clients, monitor business relationships, keep records and report certain types of financial transactions. FINTRAC undertakes enabling and enforcement actions to ensure that the reporting entities operating within Canada's financial system fulfill their PCMLTFA obligations. These obligations provide important measures for countering patterns and behaviours observed in criminals and terrorists to deter them from operating within the legitimate channels of Canada's economy. FINTRAC also maintains a registry of money services businesses in Canada and foreign money services businesses that direct and provide services to persons and entities in Canada.

Quality of life impacts

This core responsibility contributes to the Society and Good Governance domains of the Quality of Life Framework for Canada. More specifically, it contributes to the Central indicators of Life satisfaction and Future outlook, and the Trust in others, Confidence in institutions and Crime Severity Index indicators.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates for Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations. Details are presented by departmental result.

Table 1: Reporting entities are compliant with Anti-Money Laundering and Anti-Terrorist Financing obligations and requirements

Table 1 provides a summary of the target and actual results for each indicator associated with the results under Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations.

Additional information on the detailed results and performance information for the FINTRAC’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations in 2026–27.

Planned resources to achieve results

Table 2: Planned resources to achieve results for Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations

Table 2 provides a summary of the planned spending and full-time equivalents required to achieve results.

Complete financial and human resources information for the FINTRAC’s program inventory is available on GC InfoBase.

Program inventory

Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations is supported by the following programs:

• Supervision program

Additional information related to the program inventory for Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations is available on the Results page on GC InfoBase.

Summary of changes to reporting framework since last year

FINTRAC’s Compliance program has been renamed the Supervision program and includes the results and resources of both the former Compliance program and the former Strategic Policy and Reviews program. It should be noted that the Supervision program includes components of FINTRAC’s strategic intelligence activities that are designed to support businesses in meeting their obligations under the Act.

Core responsibility 2: Production and dissemination of financial intelligence

Description

FINTRAC is mandated by the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA) to produce actionable financial intelligence that assists Canada's police, law enforcement, national security and other international and domestic partner agencies in combatting money laundering, terrorism financing and threats to the security of Canada, while protecting the personal information entrusted to FINTRAC. The Centre also produces strategic financial intelligence for federal policy and decision-makers, the security and intelligence community, reporting entities across the country, international partners and other stakeholders. FINTRAC’s strategic intelligence provides a wide analytical perspective on the nature, scope and threat posed by money laundering and terrorism financing.

Quality of life impacts

This core responsibility contributes to the Good Governance domain of the Quality of Life Framework for Canada. More specifically, it contributes to the Central indicators of Life satisfaction and Future outlook, and Victimization rate and Crime Severity Index indicators.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates for Production and dissemination of financial intelligence. Details are presented by departmental result.

Table 3: FINTRAC's tactical financial intelligence disclosures inform investigative actions

Table 3 provides a summary of the target and actual results for each indicator associated with the results under Production and dissemination of financial intelligence.

Table 4: FINTRAC's strategic financial intelligence informs policy and decision-making

Table 4 provides a summary of the target and actual results for each indicator associated with the results under Production and dissemination of financial intelligence.

Additional information on the detailed results and performance information for FINTRAC’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Production and dissemination of financial intelligence in 2026–27.

FINTRAC’s financial intelligence program generates actionable, timely, and accurate financial intelligence for Canada's law enforcement and national security agencies, as well as other domestic and foreign agencies, to help them combat money laundering, terrorist financing, sanctions evasion and threats to the security of Canada. The Centre's intelligence plays an important role in helping to protect the safety of Canadians, particularly Canada's most vulnerable citizens and communities.

Financial intelligence provides a window into the financial activities of criminals and threat actors that traditional law enforcement techniques (such as interviews or surveillance) might miss, and critically, can be used by law enforcement in obtaining judicial authorizations, such as bank records, to generate evidence. FINTRAC's financial intelligence is used in a wide variety of criminal investigations related to the funding of terrorist activities and the laundering of proceeds originating from crimes such as drug trafficking – including in extortion, illegal fentanyl/illicit opioids, fraud, tax evasion, corruption and human trafficking.

Given the complexity of connecting the flow of illicit funds often involving organized criminal groups, one disclosure package from FINTRAC can contain thousands of financial transaction reports in each disclosure. At the same time, the value of transactions in each disclosure may be in the millions or even hundreds of millions of dollars.

FINTRAC’s Financial Intelligence program also produces valuable strategic intelligence in the fight against money laundering, terrorist financing and sanctions evasion. Through the use of research and quantitative analytical techniques, the Centre is able to identify emerging characteristics, trends and tactics used by criminals to launder money, fund terrorist activities and evade sanctions.

The goal of FINTRAC's strategic intelligence is to inform Canada's security and intelligence community, regime partners and policy decision-makers, businesses, Canadians, and international counterparts about the nature and extent of money laundering, terrorist financing and sanctions evasion in Canada and throughout the world and provide strategic insights in the financing of threats to the security of Canada.

FINTRAC's tactical and strategic financial intelligence is also used by AML/ATF Regime stakeholders in assessing applications for the listing of terrorist entities, sanctioned persons or entities and to advance the government's knowledge of the financial dimensions of threats, including those related to organized crime and terrorism.

Planned resources to achieve results

Table 5: Planned resources to achieve results for Production and dissemination of financial intelligence

Table 5 provides a summary of the planned spending and full-time equivalents required to achieve results.

Complete financial and human resources information for the FINTRAC’s program inventory is available on GC InfoBase.

Program inventory

Production and dissemination of financial intelligence is supported by the following programs:

• Financial intelligence program

Additional information related to the program inventory for Production and dissemination of financial intelligence is available on the Results page on GC InfoBase.

Summary of changes to reporting framework since last year

To simplify reporting, the Financial Intelligence program and the Strategic Intelligence, Research and Analytics program have been combined into one program named the Financial Intelligence program.

Internal services

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• acquisition management services
• communications services
• financial management services
• human resources management services
• information management services
• information technology services
• legal services
• material management services
• management and oversight services
• real property management services

Plans to achieve results

This section presents details the department’s plans to achieve results and meet targets for internal services.

FINTRAC's Internal services support the Centre's core responsibilities and programs. A key priority is ensuring the protection of information under its control. FINTRAC’s governing legislation sets out clear principles for protecting privacy, including strict limitations on information that can be received and disclosed, clear requirements for maintaining and disposing of records, and a biennial audit of FINTRAC's protection of information by the Office of the Privacy Commissioner. These principles are reinforced by the Centre's own operational policies and security measures.

Internal Services also provide integrated policies, advice, and guidance in areas such as finance, human resources, culture and change management, security, communications, procurement, administration, information management, real property management and technology. The objective of these activities is to ensure FINTRAC has the capacity and infrastructure needed for operational success.

As FINTRAC’s responsibilities and operations expand, its ability to deliver results depends on adaptability, skilled employees, and having the right tools and resources. FINTRAC is committed to excellence and focuses on managing human, technological, and financial resources effectively. It will continue to strengthen and modernize its internal services to support core operational business.

To achieve its internal services objectives, FINTRAC will undertake the following activities in 2026–27:

• Strengthen FINTRAC’s overall security posture by enhancing screening processes, cyber security, and physical security to address evolving threats by implementing and aligning with industry standards and the Canadian Centre for Cyber Security (CCCS).
• Implement the Workplace Wellness and Culture Action Plan’s commitments designed to foster a healthy, resilient workplace and to promote the physical and psychological health and safety of employees. The Action Plan, which was developed at the employee level, is regularly reviewed and renewed using insights from the Public Service Employee Survey and other employee surveys, Employee Exit Interview reports, and annual Ombuds Reports.
• Create an employee wellness strategy that prioritizes employee well-being, mental health and psychological safety leveraging the insights gleaned from employee surveys and other organizational inputs as well as promotes related programs and resources.
• Enable additional elements of the Employment Equity, Diversity, and Inclusion (EEDI) Strategy and begin the renewal of its commitments. Strengthen and empower the umbrella of distinct EEDI communities, including the Employment Equity Network for Persons with Disabilities (ENPD), the Women’s Network, additional Positive Space ambassadors, an Indigenous ambassador, and continue to implement the Official Languages (OL) Strategy supported by its new measurement framework.
• Implement the new Financial Management System (FMS) solution. The solution will integrate with FINTRAC's Human Capital Management solution, leading to a fully integrated Enterprise Resource Planning platform, streamlined processes and efficiencies.
• Continue to advance accessibility by ensuring that FINTRAC’s policies, digital tools, physical workplaces, and HR practices reduce barriers and support an inclusive experience for all employees. This includes integrating accessibility considerations into procurement, training, workplace accommodation processes, and the design of new or modernized service offerings.
• Advance FINTRAC’s modernization agenda with a focus on secure and resilient systems and tools that strengthen the Centre’s core functions.
• Further enhance the Human Capital Management (HCM) system by exploring new features and additional components, such as recruitment tools, for improved automation and streamlined HR services.
• Scale up cloud infrastructure to enable the rollout of transformative, adaptable applications and tools.

Planned resources to achieve results

Table 6: Planned resources to achieve results for internal services this year

Table 6 provides a summary of the planned spending and full-time equivalents required to achieve results.

Complete financial and human resources information for the FINTRAC’s program inventory is available on GC InfoBase.

Planning for contracts awarded to Indigenous businesses

FINTRAC is projecting to exceed the 5% target amount for the 2025–26 fiscal year and will continue to implement its plan to support the Procurement Strategy for Indigenous Businesses in 2026–27. Responding to Indigenous Services Canada every year since March 2023, FINTRAC has provided a Director and CEO approved procurement plan for meeting the mandatory minimum target, including approved exceptions, for the following two fiscal years.

FINTRAC continues to examine planned procurements at the pre-planning stage to identify opportunities for Indigenous businesses to be included in the process. There is a continued focus by procurement officers on purchasing commodities using tools that leverage Indigenous capacity (e.g., professional services and IT equipment suppliers), setting aside specific opportunities when beneficial to do so, and continuing to provide stakeholders with the tools and resources needed, along with proactive communication and timely change management practices.

Table 7: Percentage of contracts planned and awarded to Indigenous businesses

Table 7 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.

Department-wide considerations

• Related government priorities

Related government priorities

Gender-based Analysis Plus

FINTRAC is dedicated to ensuring that its activities – across policies, programs and initiatives – align with the Government of Canada's commitments to GBA Plus. By taking an intersectional approach to its policies, programs and initiatives, FINTRAC is able to consider how multiple interrelated factors influence economic, social and health opportunities and outcomes, as well as barriers to accessing systems, programs or services. This intersectional approach informs the policy and program development process and can help foster inclusion and address inequities.

By leveraging the Centre’s GBA Plus framework, in concert with the organization’s GBA Plus Champion, Functional Lead and dedicated working group, the Centre collects data from a variety of sources on an as-needed basis, while assessing policies, programs and initiatives. FINTRAC is able to utilize:

• Internal sources of data, for example, to assess human resources policies.
• Existing strategic-level analysis related to individual initiatives in the Centre’s Financial Intelligence program, such as the prevalence of predicate offences identified in public-private partnerships; and,
• A variety of open-source materials from domestic partners, international counterparts, as well as the Government of Canada’s data sources in support of Gender-based Analysis Plus assessments.

The Centre keeps a central repository of these data sources to support the sustainability of the Centre’s GBA Plus program, as well as assess programs, policies and initiatives across its mandate and functions.

Artificial intelligence

In 2026–27, FINTRAC will continue to advance the responsible adoption of artificial intelligence (AI) to enhance its operational capabilities and further its mandate to safeguard Canada’s financial system.

Aligned with the ongoing Intelligence Modernization Initiative, FINTRAC is building foundational systems which will allow for the exploration of Artificial Intelligence and Machine Learning, as well as the introduction of advanced technologies such as intelligent data preparation and graph analytics to transform operational efficiency and intelligence accuracy.

By introducing these advanced analytic capabilities, FINTRAC aims to streamline workflows, automate key aspects of the intelligence cycle, and enhance the clarity of financial networks and risk profiles. These innovations will enable FINTRAC’s analysts to focus on generating deeper insights and delivering higher-value intelligence to law enforcement and other disclosure recipients. In parallel, FINTRAC will explore opportunities to use this suite of solutions to improve its ability to deliver on other areas of its mandate.

Building on recent advancements, FINTRAC will also refine and expand its use of AI-driven tools to identify potential data quality issues, improve and augment data, integrate and transform data, strengthen analytical processes, and enhance the detection of suspicious financial activity.

To further modernize internal operations, FINTRAC is exploring the potential of expanding its use of AI enablement in existing systems, while factoring in security considerations, and increasing its use of conversational and agentic AI solutions to support business lines and processes. This includes the development of bespoke AI agents and workflows tailored to specific operational needs, enabling greater productivity and efficiency across the organization.

To support these advancements, FINTRAC is preparing its workforce and infrastructure for the continued adoption of AI. Efforts will include targeted training to ensure staff can use AI tools safely and effectively, as well as initiatives to enhance data readiness and governance. As part of this work, FINTRAC will establish robust Data and AI governance frameworks to ensure transparency, accountability, and ethical use of AI technologies. These measures will guide the deployment of AI solutions across systems and processes, aligning with Government of Canada policies and best practices for responsible AI use. FINTRAC will also collaborate with national partners to contribute to the development of secure AI infrastructure and solutions, ensuring scalability and resilience across high-security environments.

These efforts reflect FINTRAC’s commitment to leveraging cutting-edge technologies responsibly and securely, while maintaining a focus on delivering impactful results in the fight against money laundering, terrorist activity financing, and other financial crimes.

Planned spending and human resources

This section provides an overview of FINTRAC’s planned spending and human resources for the next three fiscal years and of planned spending for 2026–27 with actual spending from previous years.

Spending

This section presents an overview of the department's planned expenditures from 2023–24 to 2028–29.

Budgetary performance summary

Table 8: Three-year spending summary for core responsibilities and internal services (dollars)

Table 8 presents FINTRAC’s spending over the past three years to carry out its core responsibilities and for internal services. Amounts for the 2025–26 fiscal year are forecasted based on spending to date.

More financial information from previous years is available on the Finances section of GC Infobase.

Table 9: Planned three-year spending on core responsibilities and internal services (dollars)

Table 9 presents FINTRAC’s planned spending over the next three years by core responsibilities and for internal services.

More detailed financial information on planned spending is available on the Finances section of GC Infobase.

Table 10: Budgetary gross and net planned spending summary (dollars)

Table 10 reconciles gross planned spending with net spending for 2026–27.

Information on the alignment of FINTRAC’s spending with Government of Canada’s spending and activities is available on GC InfoBase.

Funding

This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph 1: Approved funding (statutory and voted) over a six-year period

Graph 1 summarizes the department's approved voted and statutory funding from 2023–24 to 2028–29.

• Text description of graph 1

  Fiscal year	Statutory	Voted	Total
  2023–24	$9,234,462	$89,388,457	$98,622,919
  2024–25	$50,623,009	$50,816,019	$101,439,028
  2025–26	$65,132,109	$60,750,608	$125,882,717
  2026–27	$89,890,642	$47,286,801	$137,177,443
  2027–28	$102,371,592	$36,976,997	$139,348,589
  2028–29	$98,218,651	$35,182,585	$133,401,236

For further information on FINTRAC’s departmental appropriations, consult the 2026–27 Main Estimates.

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of FINTRAC’s operations for 2025–26 to 2026–27.

Table 11: Future-oriented condensed statement of operations for the year ended March 31, 2027 (dollars)

Table 11 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2025–26 to 2026–27. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

A more detailed Future-oriented statement of operations and associated notes for 2026–27, including a reconciliation of the net cost of operations with the requested authorities, is available on FINTRAC’s website.

Human resources

This section presents an overview of the department’s actual and planned human resources from 2023–24 to 2028–29. 

Table 12: Actual human resources for core responsibilities and internal services

Table 12 shows a summary of human resources, in full-time equivalents, for FINTRAC’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the 2025–26 fiscal year are forecasted based on year to date.

Table 13: Human resources planning summary for core responsibilities and internal services

Table 13 shows information on human resources, in full-time equivalents, for each of FINTRAC’s core responsibilities and for its internal services planned for the next three years.

Supplementary information tables

FINTRAC has no supplementary information tables for the 2026–27 Departmental Plan.

Information on FINTRAC’s departmental sustainable development strategy can be found on FINTRAC’s website.

Federal tax expenditures

FINTRAC’s Departmental Plan does not include information on tax expenditures.

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.

This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Corporate information

Definitions