SECTION III - SUPPLEMENTARY INFORMATION

3.1 Organizational Information

The NFB reports to Parliament through the Minister of Canadian Heritage.

3.2 Management and Administration at the NFB

Priorities:

The NFB engages in business practices that foster good governance and accountability, and forge a bond of trust with Canadian citizens. The NFB will ensure that all its activities meet or exceed the highest governance and accountability standards. To achieve that goal, the NFB's two highest-level priorities will be to:

Plan

The NFB is committed to improving its management methods to reflect the new business environment in Canadian public organizations. We have established a modern corporate culture, and we believe that transparency, good governance and accountability in all sectors of the organization are essential to efficient and effective management.

As a producer and distributor of cultural content involving substantial amounts in royalties and copyright, the NFB has established the Electronic Rights Management Database (ERMD), which was initiated in 2003-2004 and is now operational. We are continuously adding to it by incorporating our historical databases. A Royalties module is at the planning stage, and will be developed over the next few months for incorporation into the system.

We have also enhanced the production, distribution et administration systems in order to meet the organization's goals, which are to produce high-quality audiovisual works and make them available to the widest possible audiences. For example:

• The NFB is continuously improving Synchrone, its integrated information and knowledge management system. The position of Information Manager was created in 2005-2006 to promote more effective collection and better use of information available at the NFB.
• Two years ago, the NFB developed new performance indicators to monitor and assess its performance in all activities. In 2005-2006, the organization finalized the financial aspects, and in the coming year will be implementing a series of indicators to track audiences.
• The NFB has established a new Internal Audit Plan, as well as an integrated risk and personal information management framework. The organization has also reviewed the procedures governing delegation of authority, particularly in distribution.

The NFB is making every effort to keep administrative costs as low as possible. In recent years, those costs have successfully been maintained at approximately 10% of the total budget.

The NFB seeks the following outcomes:

• The NFB will make conscientious use of public funds, in line with the highest standards of transparency, good governance and accountability. It will ensure activities generate maximum value for Canadians.

3.3 Tables

RPP 2006-2007

Table 1: Departmental Planned Spending and FTEs

Table 2: Program Activity

Table 3: Voted and Statutory Items listed in Main Estimates

($ thousands)

Table 7: Sources of Respendable and Non-Respendable Revenue, by Program Activity

Table 8: Revolving Fund - Projected Use of Authority

Table 14: Details on Transfer Payments Programs