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The NFB reports to Parliament through the Minister of Canadian Heritage.
Governance and Accountability
The National Film Board was established in 1939 through an Act of Parliament. The NFB is governed by the Film Act and a series of other statutes, including the Financial Administration Act, which sets out the government's financial administration structure and process, and the Access to Information Act, Privacy Act and Official Languages Act.
As a cultural agency of the federal government, the NFB reports to Parliament through the Minister of Canadian Heritage, who has vested in the NFB Board of Trustees the authority to oversee the organization's general operations. The NFB Board of Trustees is responsible for the organization's affairs and plays an essential role in ensuring that federal government policy is properly applied on behalf of the Government of Canada. The Board of Trustees provides leadership and guidance for the organization, offers well-considered, detailed and timely advice, and establishes the organization's general and strategic policy. The Government Film Commissioner is also the NFB's Chairperson. Six members of the Board, representing a cross-section of the Canadian population, bring their expertise to bear in assisting the Board. The Director General of Telefilm Canada is an ex-officio Board member.
The NFB has an internal auditor who reports directly to the NFB Board of Trustees, while the Office of the Auditor General (OAG) acts as the NFB's external auditor. Once a year, the OAG examines the NFB's financial statements to ensure they are accurate and in compliance with authorizations.
The NFB has also established an advisory council to draw on the expertise of influential stakeholders in the industry who care about the NFB. Seven council members have advised the Commissioner on implementing the 2002-2006 NFB Strategic Plan and on the best means for the NFB to fulfil its role within both the public and private sectors. The council assists the NFB by providing an external perspective, from the standpoint of the industry and related key sectors. They also forge ties with key communities.
The NFB subscribes to the principles of good governance, responsible management and accountability, and plans to ensure that all its activities meet or exceed the highest standards in these areas. To achieve the above outcomes, the NFB has established the following priorities:
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.
Enhance accountability, business practices and information systems.
Over the past few years, the NFB has improved its production, distribution and 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.
The NFB is constantly improving Synchrone, its integrated information and knowledge management system, to promote more effective collection and better use of information available at the NFB. In the next few months, the NFB will finalize its awareness campaign and Synchrone training for employees, and will begin standardizing the data capture process in all NFB branches.
A major upgrade of the Oracle database is currently under way, both for Oracle Financials and for the NFB iStore. The upgrade to a new version is needed to maintain the NFB's status in the federal government's Oracle cluster group, thereby ensuring ongoing support for all applications.
The NFB has established the Electronic Rights Management Database (ERMD), with financial participation by Canadian Heritage. Initiated in 2003-2004, the system is now operational and is continuously enriched by the incorporation of the NFB's historical databases. A Royalties module is at the planning stage, and will be operational within the next few months.
An Official Languages Accountability Framework was also established to define the roles and responsibilities of the various reporting levels within the NFB. The framework fosters an organizational culture in which both languages are equally valued and respected. An Official Languages Development Plan complements the framework, putting forward measures the organization will be implementing over the next two years, the most important of which are formulating a communications policy and developing an action plan for parts IV, V and VI of the Official Languages Act.
To enhance the NFB's overall organizational performance, particularly in the areas of risk management, good governance, accountability and services that put citizens first, the organization will ensure that all ten statements in the Management Accountability Framework (MAF) will underpin the NFB's ongoing efforts to improve its overall management performance. Throughout the planning period, the NFB will implement a variety of initiatives designed to implement Treasury Board recommendations in the MAF.
The NFB's management team will carefully examine the recently passed Federal Accountability Act to assess all possible implications for the organization, and formulate an action plan to meet the Government of Canada's and all Canadians' accountability requirements.
Strengthen accountability, risk management, resource management and governance in the public sector.
Two years ago, the NFB started developing - and is continuing to develop - new performance indicators to measure its performance in all activities. It has now fine-tuned indicators to assess its financial performance and impact on Canadian audiences. Incorporation of the new indicators into the NFB's decision-making process will continue in 2007-2008.
The NFB's internal auditor has established a detailed internal audit plan to implement the new Treasury Board policy that came into effect in April 2006. Full implementation of the internal audit plan will extend over three years. A number of measures to strengthen accountability and governance have already been instituted, and the action plan to implement various audit mechanisms have already been submitted to the Board of Trustees and are to be put in place over the next three years.
During the upcoming planning period, the NFB plans to strengthen the Board of Trustees' independent Audit Committee. The NFB has notified the Minister's Office of its intention to arrange annual in camera meetings between the Minister and the Audit Committee on risk management, control mechanisms and the audit process.
In addition, a new Ethics and Risk Management Committee has just been established. The new committee is charged primarily with drafting a policy and detailed procedure to govern ethics, and establishing a clear process and well-defined accountability framework to handle the ethical issues and risk management problems encountered. The NFB plans to apply a "best practices" approach and be proactive in the areas of ethics and risk management, while rallying all employees in support of the collective effort.
In order to contribute to the government's stronger efforts to protect the environment, the NFB - in co-operation with the private sector - is involved in an initiative to develop a Green Code for the Canadian film industry. The Code, which is to be voluntary, will consist of a series of principles, suggestions and guidelines for companies and organizations involved in audiovisual production in Canada. Since there are very few environmental protection programs for the audiovisual sector internationally, a Code of this nature would make Canada a leader in environmental protection in the film and media industry. The Green Code would be a practical, results-based solution aimed at reducing the pollution generated by the film industry.
The NFB is also currently assessing its governance framework. By the end of July 2007, the terms of five members of the Board of Trustees will have ended, leaving only one ex-officio member and one member whose term is scheduled to end on November 17 of the following year. Since this state of affairs could compromise the organization's good governance in 2007-2008, the former Commissioner shared his concerns with the Office of the Minister of Canadian Heritage in September 2006. The NFB is waiting for guidance from Canadian Heritage to apply whatever measures the Department deems appropriate to remedy once and for all the problems caused by the renewal of Board members' terms.
The NFB seeks the following outcomes:
Throughout its history, the NFB has aroused admiration and a sense of pride among Canadians. It intends to maintain the bond of trust forged with Canadians from all parts of the country, and maintain its reputation for integrity and intellectual rigour - a reputation that has made the NFB's renown in Canada and around the world.
The NFB will make conscientious use of public funds, in line with the highest standards of transparency, good governance and accountability. It will maximize the value of NFB activities for Canadians, and through its ongoing focus on greater accountability assist the Government of Canada in restoring Canadians' trust in their government institutions.
RPP 2007-2008
Tables | Title | Included / NA |
Table 1 | Departmental Planned Spending and Full Time Equivalents (FTEs) | included |
Table 2 | Voted and Statutory Items | included |
Table 3 | Services Received Without Charge | NA |
Table 4 | Summary of Capital Spending by Program Activity | included |
Table 5 | Loans, Investments and Advances (Non-Budgetary) | NA |
Table 6 | Sources of Respendable and Non-Respendable Revenue | included |
Table 7 | Revolving Fund - Statement of Operations | included |
Table 8 | Resource Requirement by Branch or Sector | NA |
Table 9 | User Fees | NA |
Table 10 | Department Regulatory Plan | NA |
Table 11 | Details on Project Spending | NA |
Table 12 | Status Report on Major Crown Projects | NA |
Table 13 | Details on Transfer Payments Programs | included |
Table 14 | Conditional Grants (Foundations) | NA |
Table 15 | Alternative Service Delivery | NA |
Table 16 | Horizontal Initiatives | NA |
Table 17 | Sustainable Development Strategy | included |
Table 18 | Internal Audits and Evaluations | NA |
(in $ Thousands) | Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
|||||||||||||||||||||||||||||||||||||||
Budgetary Main Estimates* | 73,374 | 75,569 | 73,281 | 73,281 | |||||||||||||||||||||||||||||||||||||||
Less: Respendable Revenue | 8,535 | 8,293 | 8,293 | 8,293 | |||||||||||||||||||||||||||||||||||||||
Total Main Estimates | 64,839 | 67,276 | 64,988 | 64,988 | |||||||||||||||||||||||||||||||||||||||
|
|||||||||||||||||||||||||||||||||||||||||||
Sub total | 6,413 | ||||||||||||||||||||||||||||||||||||||||||
Net Planned Spending | 71,252 | 67,276 | 64,988 | 64,988 | |||||||||||||||||||||||||||||||||||||||
Plus Cost of Services received without charge | 0 | 0 | 0 | 0 | |||||||||||||||||||||||||||||||||||||||
Net Cost of Program | 71,252 | 67,276 | 64,988 | 64,988 | |||||||||||||||||||||||||||||||||||||||
Full Time Equivalents | 498 | 498 | 498 | 498 |
* Reflects the best forecast of total net planned spending to the end of the fiscal year.
**This proposed reduction in planned spending due to Procurement savings is as a result of the Budget 2005 announcement.
($ thousands)
2007-2008 | |||
Vote or Statutory Item | Truncated Vote or Statutory Wording | Current Main Estimates | Previous Main Estimates |
60 | National Film Board Revolving Fund - Operating Expenses | 67,276 | 64,839 |
Reconciliation | Previous Budget 2006-2007 | 64,839 |
Plus : | Adjustments for collective agreements and for Employee Benefit Plan | 149 |
Interdepartmental Partnership with the Official - Language Communities (IPLOC) | 320 | |
Internal Audit | 158 | |
Memory Fund | 1,810 | |
67,276 |
($ thousands) | Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Production of Audiovisual Works | 50,914 | 47,572 | 47,172 | 47,172 |
Distribution of Audiovisual Works | 2,392 | 2,416 | 2,398 | 2,398 |
Accessibility and Outreach | 14,289 | 13,628 | 11,768 | 11,768 |
Research and Advisory Services | 3,657 | 3,660 | 3,650 | 3,650 |
Total | 71,252 | 67,276 | 64,988 | 64,988 |
Respensable Revenues
Forecast Revenue 2006-2007 |
Planned Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
|
Production of Audiovisual Works | 2,279 | 2,133 | 2,133 | 2,133 |
Distribution of Audiovisual Works | 5,847 | 5,811 | 5,811 | 5,811 |
Accessibility and Outreach | 226 | 177 | 177 | 177 |
Research and Advisory Services | 183 | 172 | 172 | 172 |
Total Respendable Revenue | 8,535 | 8,293 | 8,293 | 8,293 |
($ thousands) | Forecast 2006-2007 |
Planned 2007-2008 |
Planned 2008-2009 |
Planned 2009-2010 |
Assets | ||||
Cash | 200 | 200 | 200 | 200 |
Accounts receivable | 4,125 | 4,125 | 4,125 | 4,125 |
Inventories | 500 | 500 | 500 | 500 |
Prepaid expenses | 1,000 | 1,000 | 1,000 | 1,000 |
Equipment (net value) | 10,000 | 10,000 | 10,000 | 10,000 |
15,825 | 15,825 | 15,825 | 15,825 | |
Liabilities | ||||
Accounts payable | 2,000 | 2,000 | 2,000 | 2,000 |
Equity of Canada | 13,825 | 13,825 | 13,825 | 13,825 |
Statement of Cash Flows
Authority as at April 1, 2007 | 15,000 | |||
Drawdown: | ||||
Projected balance as at April 1, 2007 | 13,825 | |||
Total Estimates (net cash requirement) | ||||
Operations | 71,252 | |||
Appropriation authority in these Estimates | -71,252 | |||
Changes in working capital | 0 | |||
Increase in net book value of fixed assets | 0 | |||
Projected balance as at March 31, 2007 | 13,825 | |||
Unused authority as at March 31, 2008 | 1,175 |
($ thousands) | Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Grants | ||||
Grants in support and promotion of Canadian cinematography | 10 | 10 | 10 | 10 |
Contributions | ||||
Contributions in support and promotion of Canadian cinematography | 240 | 240 | 240 | 240 |
Total | 250 | 250 | 250 | 250 |
Name of Internal Audit/Evaluation | 2. Audit Type/ Evaluation Type | 3. Status | 4. Expected Completion Date | 5. Electronic Link to Report |
A) Audit of activities related to protecting personal information | Compliance with federal legislation and policies | Completed | NA | |
B) International co-production activities -Game Over : Kasparov and the machine | International Production Program | Completed | NA | |
C) Review of NFB's management of its film collection | Film protection program | Ongoing | March 2007 | NA |
D) Audit of peoplesoft applications | Securing peoplesoft operating environment | Planned | June 2007 | NA |
E) Auditing information technology security functions | Information security risk management | Ongoing | September 2007 | NA |
6. Electronic Link to Internal Audit and Evaluation Plan: NA |