ARCHIVED - RPP 2007-2008
National Film Board of Canada

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SECTION II - ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME

2.1 Detailed Analysis of Program Activities

Planned Spending for Program Activities, by Strategic Outcome
($ thousands)	Forecast spending	Planned spending	Planned spending	Planned spending
	2006-2007	2007-2008	2008-2009	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 Main Estimates	71,252	67,276	64,988	64,988

 

2.2 Program Activity: Production of Audiovisual Works

As she read the Speech from the Throne on April 4, 2006, Her Excellency the Right Honourable Michaëlle Jean, Governor General of Canada, said that creative expression is extremely important to the health of a democratic society. She also stated that Canada's linguistic duality is a tremendous asset for the country. In support of this, the NFB contributes through its productions to showcasing Canadian creativity and diversity both in Canada and abroad.

Financial resources:

2007-2008	2008-2009	2009-2010
47,572	47,172	47,172

 

Human resources:

2007-2008	2008-2009	2009-2010
273	273	273

 

Priorities

To achieve the above outcomes, the NFB has established the following priorities for the three-year planning period.

1. Maintain overall programming slate of distinctive, challenging and relevant audiovisual works with a special emphasis on strengthening feature documentary production and developing a consistent approach to making short films.
2. Strengthen the NFB's ability to identify and to work with leading talent, championing emerging filmmakers and members from diverse communities (ethnocultural, linguistic, regional and Aboriginal).
3. Support the Canadian Film industry through co-production partnerships and the development of international co-productions.
4. Strengthen innovation in content, form and technology.
5. Contribute to the overall competitiveness and productivity of the Canadian Film industry

 

Plan

1. Maintain overall programming slate of distinctive, challenging and relevant audiovisual works with a special emphasis on strengthening feature documentary production and developing a consistent approach to making short films. (priority to be applied against the sub-activities production, marketing, and technical services of the NFB's PAA)

   The NFB is a unique forum for creative achievement that promotes and values community participation and encourages communities to make their voices heard. With its focus on auteur documentaries and animated films, the NFB turns the lens on major contemporary social issues and supports strong, diversified point-of-view films. The organization provides a uniquely Canadian perspective recognized across Canada and around the world, thereby playing a pivotal role in the Canadian film and television industry.

   To make relevant and engaged films, the NFB seeks inspiration among the ethnocultural groups, the Aboriginal people and Official Language Minority Communities that make up Canada. The NFB is committed to establish stronger links with various communities and participates in different initiatives aiming at making the NFB aware of the needs of various ethnocultural groups. In its programming, the NFB also looks in part to reach deeper into communities by encouraging filmmakers in those community members and assisting them in making films that can bring about change and spark discussion and debate.

   Since its inception, the NFB has contributed to creating a Canadian film environment where a variety of film genres and formats can flourish and achieve their full potential. As the NFB maintained before the Standing Committee on Canadian Heritage, financial support for feature documentaries is crucial. The NFB is positioning itself strategically to foster a more effective structure, as well as sufficient resources, for feature documentaries. It has already produced feature documentaries such as À force de rêves, The Dark Side of the White Lady, The Last Trapper and Silent Messengers. The NFB will continue to produce feature documentaries during the planning period covered in this report.

   The NFB is also no stranger to the short film environment, and its animated films have been acclaimed by peers and the public for many years, including a recent nomination at the 79th Academy Awards in the short film (animated) category for The Danish Poet. The Film Board is dedicated to promoting the short film in Canada and increasing its investments to encourage emerging filmmakers. The NFB has begun a complete re-think of the direction it wants to take with short film over the years to come, and announced the re-design of our Web site in order to make it a prime point of reference for all lovers of short film.

   Furthermore, in order to boost short films on the international scene, the NFB has set up a partnership with the Short Film Corner at Cannes, with which we are organizing a wide-ranging international short film competition. This partnership has just been renewed for 2007-2008.

    

2. Strengthen the NFB's ability to identify and to work with leading talent, championing emerging filmmakers and members from diverse communities (ethnocultural, linguistic, regional and Aboriginal). (priority to be applied against the sub-activities production, marketing and filmmaker support of the NFB's PAA)

   The NFB is an incubator of talent and innovation for young filmmakers in Canada. NFB programs foster a fertile learning environment in which mentoring plays an important role. The NFB finds and nurtures talent, strengthening filmmaking in Canada and enabling experimentation, creativity and innovation.

   Through its training program, such as Reel Diversity, Northern Sights and Momentum, the NFB discovers and nurtures new talent. Last year, almost half of all NFB productions and co-productions were made by emerging filmmakers.

   As in previous years, the NFB would like to support filmmakers in minority-language regions. To that end, the NFB will continue to work with the Department of Canadian Heritage to maintain the Interdepartmental Partnership with the Official-Language Communities (IPOLC). In conjunction with Canadian Heritage, the NFB promotes the renewal of such programs, and with the Department's support will continue developing programs that meet IPOLC initiative objectives.

   Through the Aboriginal Filmmaking Program (AFP), its mentorship efforts, career development programs and support for emerging filmmakers, as well as through the encouragement and development of talent and stories from specific culturally diverse communities and Aboriginal groups, the NFB will maintain and enhance its commitment to producing audiovisual works made by Canadians of all communities and reflecting issues important to us.

   The NFB plays an invaluable role in the development of the next generation of filmmakers and in the creative renewal of established talent. The NFB is one of the few organizations to bridge the gap between student filmmaking and craft apprenticeship, and professional filmmaking. The Filmmakers Assistance Program (FAP) and the Aide au cinéma indépendant canadien (ACIC) are mainstays of the tradition; both are programs that nurture talent by providing financial assistance for technical services to documentary, animation and short drama filmmakers, many of whom are emerging.

   Over the next few years, the NFB would like to establish partnerships with the major film education institutions in Canada, so that emerging filmmakers can take advantage of the specialized knowledge NFB professionals have to offer. The framework agreement the NFB has signed with INIS and UQAM will serve as a model. Under the agreement, the NFB will provide postproduction services and professional development courses for students in the INIS documentary program and at the UQAM École des médias.

   Many NFB programs are in place to support promising emerging talent and promote professional development:

   Reel Diversity is a competition open to emerging filmmakers from ethnocultural communities. Three promising filmmakers are given a chance to direct their own NFB documentary, which is then broadcast on The Lens, a CBC Newsworld program.

   The Hothouse initiative gives young animators the opportunity to enjoy twelve weeks of mentoring to make a film.

   Momentum helps young filmmakers gain broader expertise in research, scriptwriting and directing through a series of workshops and mentoring. They are given the chance to explore innovative production methods to make films that meets industry standards. The films air on CBC Newsworld.

   Wapikoni Mobile, a film production studio on wheels, is the brainchild of filmmaker Manon Barbeau. With the NFB's support, the studio travels to Aboriginal communities to meet young people on their own ground, initiating them into the techniques of production and giving them the opportunity to make their first films or sound clips.

   First Stories, a partnership initiative with the CBC, is aimed at developing Aboriginal people's talents and expertise in the areas of film and television production. Through this initiative, young Aboriginal filmmakers in Manitoba, Saskatchewan, Alberta and the North attend a series of intensive seminars, at the end of which they are invited to submit proposals for short films on social issues.

    

3. Support the Canadian Film industry through co-production partnerships and the development of international co-productions. (priority to be applied against the sub-activity production of the NFB's PAA)

   The NFB will continue to secure its place as a partner in Canada's independent film and television industry by assiduously initiating co-productions. Through co-productions, the NFB can not only share its creative and technical expertise, but also support the film industry by contributing to its financing, sharing risks and opening up new business opportunities for its partners. Co-operation of that kind contributes to the film industry's continuing soundness.

   In 2005-2006, 51 co-productions were initiated between the NFB and its partners in Canada and abroad. 47% of the NFB's output consisted of co-productions with national and international players. In addition to welcoming new projects put forward by its partners, the NFB itself initiates co-production projects that enable it to share its creativity and technical expertise.

   In the upcoming planning period, the NFB would like to continue working with international partners. Co-productions and international agreements create an environment conducive to producing significant documentaries and animation, which in their turn foster creativity and attract broader audiences. The co-productions tackle global issues of concern to Canadians as well as problems affecting audiences in all parts of the world from a Canadian perspective, and are instrumental in exporting Canadian values.

    

4. Strengthen innovation in content, form and technology. (priority to be applied against the sub-activities production, >marketing and technical services of the NFB's PAA)

   The NFB is in the vanguard when it comes to creativity, innovation and experimentation in content and form. The National Film Board of Canada supports distinctive audiovisual projects that provide the world with daring and relevant media content. Since its founding the NFB has created an impressive catalogue of over 12,000 films and won over 4,500 awards - including 11 Oscars®. The NFB is world renowned for its technological innovations in animated and documentary filmmaking, and is a leader in content for new platforms. In 2007-2008, the organization plans to focus on research and development, particularly in broadcasting and distribution. Through its Innovation and Technical Resources Branch, the NFB intends to be at the leading edge of new filmmaking technologies, and is planning to invest in HD and digital postproduction. In order to develop new technological applications, Innovation and Technical Resources will work with the private sector and public research institutions, including universities and their associated research centres.

   To strengthen its role as an incubator of talent and innovation, the NFB will maintain its commitment to provide mentorship that help promote filmmaking and ensure the transfer of skills and knowledge in a wide variety of ways. In addition to strengthening innovation, these activities also contribute to achieving the goals of supporting Canadian filmmakers, and making the NFB the benchmark in documentary and animation filmmaking.

    

5. e) Contribute to the overall competitiveness and productivity of the Canadian Film industry. (priority to be applied against the sub-activities production and technical services of the NFB's PAA)

   In choosing competitiveness as the theme for its 2006 Pre-Budget Consultations, the Government of Canada underscored the importance of productivity to Canada's economic growth and to the well-being of Canadians. Even though the cultural industry is not necessarily associated with a country's overall productivity, a study by the Canada West Foundation showed that, in the opinion of international analysts, the vitality of a country's cultural industry contributes to attracting and retaining skilled workers, and therefore plays a role in the development of a strong, viable and internationally competitive economy. "Arts and culture, an often overlooked aspect of Canadian life, may in fact be a tool to enhance our competitiveness, build our economy, and make our cities better places in which to live." ¹⁰ In its letter dated April 18, 2006 to the Government of Canada's Minister of Finance, the Canadian Film and Television Production Association (CFTPA) underscores the importance of improving productivity in the film industry and promoting greater organizational capacity.

   Since its inception, the NFB has set itself apart through its unshakeable commitment to excellence and innovation. The NFB's strength lies in its capacity to combine technological innovation and the creative process; it is a living, interactive laboratory that brings together creative artists and Canadian and international partners, and the fruits of its research are put to good use by many stakeholders in the Canadian private sector. Over the last few years, the NFB has transformed its technical services sector into an innovation centre. Its experts have become associated with industry leaders - such as Algolith and CITÉ - in Canada and abroad. The work they have accomplished has contributed to promoting a variety of filmmaking techniques that improve both efficiency and effectiveness in the film production process.

   Productivity is inextricably linked to a country's knowledge economy. The NFB contributes to the Canadian film industry's overall competitiveness by providing professional development and retraining programs for emerging filmmakers and industry artisans. It also works with young filmmakers, teaching them new ways of expressing their art through digital forms. These initiatives help emerging filmmakers improve their skills, help the organization discover new talent, contribute to the creation of an authentically Canadian film and television industry, and foster experimentation and innovation in digital production. By helping tomorrow's artists and artisans acquire the skills they need to work in a digital filmmaking environment, the NFB contributes to maintaining the global competitiveness of Canada's labour force.

   The NFB has also instigated, or is about to instigate, a series of initiatives to improve efficiency within the organization. The experience the NFB acquires in its efforts to improve efficiency in business practices and audiovisual production could be shared with the private sector and position the NFB as a leader in competitiveness.

   DVDcopy, a distribution system for titles on DVD, has made it possible for the NFB to reduce its VHS and DVD inventory. As a result, customer service has improved while cost and space savings have been generated. The second phase of the organization's on-demand DVD initiative is compilation, where a series of titles are compiled onto a single DVD. Clients will eventually be able to create their own custom DVD compilations. Ultimately, physical formats will be superseded by digital formats, with concomitantly higher savings.

   The last few years have been characterized by the development and integration of new technologies in the film industry, and the NFB has adapted too many technologies that have profoundly changed the way its works are produced and distributed, such as HD, HD DVD, Blu-ray, new distribution platforms and new shooting formats. In the upcoming planning period, the NFB will begin formulating a consistent, across-the-board multiplatform distribution strategy and an E-cinema strategy to enhance the efficiency of distribution operations and ensure the collection remains accessible to Canadians at low cost.

   The NFB will apply the initiative announced by the government in Budget 2006 to construct a comprehensive program promoting competitiveness and productivity in Canada. Thus, through its efforts to increase productivity in its operations and enhance the competitiveness of the Canadian audiovisual industry as a whole, the NFB will contribute to the achievement of this government objective.

    

The NFB seeks the following outcomes:

• 85% of programming involving social issues
• Programming with the focus on point-of-view documentaries, animation, alternative fiction and new media
• Short Film Policy Framework developed
• Projects innovative in content, form and broadcasting mode, with flexibility for experimentation
• Number of national and international co-productions maintained
• Ongoing promotion and development of new talent

Performance Measurement Strategies and Indicators

• Level of audience reach and interest in films (television and non-television audiences, and Web site traffic)
• Accessibility of NFB films across Canada
• Recognition in the form of awards won at home and at foreign festivals
• Level of participation
• Percentage of NFB productions made by emerging filmmakers
• Evolution of national and international co-productions

 

Level of audience reach and interest in films

NFB productions vary greatly in genre (animation, point-of-view documentaries and interactive media), content, treatment and audience. The slate of productions and co-productions is extremely broad and diverse. That diversity underpins the NFB's production activities, and can be satisfactorily measured. Over the coming year, the NFB will develop performance indicators to assess public enjoyment of its productions and the extent to which those productions are representative of Canadian society.

Television remains the primary medium through which the NFB reaches Canadians. NFB films are an important source of distinctive and relevant Canadian content for the Canadian broadcasting system, and are seen through a wide variety of general, specialty and digital TV channels. The NFB has access to comparative monthly data on audience reach for a variety of TV networks, as well as regional, linguistic and demographic data, enabling it to rate how its films perform. In 2005-2006, NFB films were viewed by some six million people. In 2007-2008, the committee set up to establish performance indicators suitable for measuring various types of NFB audiences will continue its work, and the new indicators will be incorporated into the NFB's decision-making process over the year.

Over the years, the NFB's Web site has become the hub for all Canadian and international viewers seeking information about the organization. In 2005-2006, the number of Web pages visited was 4.7 millions. Those results show the Film Board capacity to offer contents that appeal to Canadians and assist in the development of different communities, sometimes distanced from one another, but linked by the same interests and challenges. The NFB wants to stay on track for 2007-2008, and will thus continue to analyze available traffic data for the organization's Web site.

NFB institutional market activities are crucial in reaching young Canadians and introducing them to the world of Canadian film. Schools, colleges and universities screen our films to support their educational programs. The NFB would like to develop tools to gauge the number of school and university students who see our films each year. They account for a significant - albeit difficult to quantify - portion of the audience base. The NFB will work with schools and libraries in determining measures to evaluate the use of and audience interest in NFB films within the institutional sector.

Recognition at film festivals

An important measure of the quality, innovation and creativity of NFB films is recognition by film and television industry peers in Canada and abroad, at the numerous festivals where the NFB garners nominations and awards year after year. In 2005-2006, the NFB received no less than 143 awards for its productions and co-productions.

Engagement of Canadians

One of the NFB's essential goals is to make its productions accessible to as many people as possible and engage Canadians in an intimate dialogue, a goal it achieves by setting up leading-edge media centres like the Montreal CineRobotheque and Toronto Mediatheque, and by organizing public screenings and workshops in communities across Canada. Online initiatives like CineRoute, Parole citoyenne and CitizenShift, as well as the NFB Film Club, help the organization forge a direct bond with Canadians and thus create communities of interest.

Initiatives such as CitizenShift and Parole citoyenne will continue to be key in promoting the NFB's commitment to Canadians. They are public, electronic spaces that tackle social issues such as racism, poverty, health, the environment and national security, fostering dialogue among Canada's citizens and disparate communities and inviting real participation and discussion among people of all ages through the Internet.

Evaluating the socio-cultural impact of NFB audiovisual productions remains a significant challenge. In 2005-2006, the NFB received the results of a study (commissioned with industry partners) on the social impact of Canadian documentaries. The study proposes an evaluation method for tracking, monitoring, assessing and reporting on the socio-cultural impact of Canadian documentaries. It suggests a qualitative approach based on case studies. The NFB wants to maintain its leadership position in this field. In 2006-2007, the organization will apply the method to a number of films, establishing a sampling base that over time could generate statistically valid figures for extrapolation.

Diversity on screen and behind the screen

The NFB's mission is to produce and distribute diverse and relevant audiovisual works that reflect cultural diversity and promote it in Canada and internationally. The content of NFB films is a representative reflection of Canadian society, while diversity in all its varied forms is an integral part of the organization's culture. Itself a model of linguistic, ethnic and regional diversity, the NFB has succeeded in representing Canadian cultural diversity in its varied aspects, and through its programs will continue to do so during the upcoming planning period. The organization also provides an excellent learning environment that fosters skills acquisition and nurtures talent in communities across Canada. In 2007-2008, the NFB will ensure that diversity is reflected both on and behind the screen, by conducting assessments and case studies and reporting on their results. The cultural diversity working group will also be continuing its work over the coming year.

 

2.3 Program Activity: Distribution of Audiovisual Works

Through its centralized and highly efficient Distribution branch, the NFB showcases Canadian talent and cultural diversity across Canada and worldwide. For a number of years, the NFB has been working with the various levels of government to serve the interests of the Canadian cultural industry. It plans to continue on the same course.

Financial Resources

2007-2008	2008-2009	2009-2010
2,416	2,398	2,398

 

Human Resources

2007-2008	2008-2009	2009-2010
45	45	45

 

Priorities

As well as making films, the NFB's mandate includes distributing and selling its products as widely as possible to Canadian and foreign audiences. By exploiting its own and its partners' films, the NFB generates considerable revenue that enables it not only to produce films but also to contribute to the industry's financial health. In 2005-2006, the distribution of NFB products generated $7.2 million. Sales of the NFB's audiovisual products also boost the distribution and visibility of our indispensable film heritage.

Distribution activities include commercializing the NFB audiovisual catalogues and stock footage library, and developing and diversifying markets for NFB products in Canada and abroad. The NFB also aims to expand its holdings through acquisitions and partnership agreements. Through its distribution activities, the NFB develops strategic alliances with the public and private sectors in Canada and abroad. In 2005- 2006, we returned close to $1 million to our partners.

To achieve the above outcomes, the NFB has established the following priority for the three-year planning period ahead.

1. Strengthen NFB distribution networks and optimize sales from the NFB's collection.

 

Plan

1. Strengthen NFB distribution networks and optimize sales from the NFB's collection. (priority to be applied against the sub-activities sales and business development, technical services and international mandate of the NFB's PAA)

   During the planning period, distribution activities will focus primarily on increasing sales and the NFB's retained earnings, particularly in the Canadian and US institutional and consumer markets. The growth of European sales will be the subject of NFB's renewed efforts.

   In 2007-2008, the NFB will redouble its efforts to increase pre-sales of productions and co-productions, since pre-sales provide an opportunity to optimize financial resources. Pre-sales activities will be primarily concentrated in the international market.

   Institutional market revenue, which accounts for a considerable portion of the total revenue generated by the NFB's distribution activities, rose by 31% in 2005-2006, attaining $2.78 million. The substantial increase can be attributed to a number of major sales, a larger client base and the growing number of titles available on DVD.

   With the new on-demand DVD distribution system, the NFB has increased its supply in the highly popular DVD format, breathing new life into collection titles formerly not available on DVD. The on-demand system is making it possible for the organization to keep the collection alive and increase efficiency.

   In the next planning period, the NFB will automate DVD compilation, and develop and implement new online purchasing tools consumers can use to buy NFB products in the digital format of their choice. The NFB will also digitize its archive holdings.

   The NFB's acquisition policy aims to acquire distribution rights for Canadian and foreign documentaries and animated films (single productions and series). In this way, the Film Board gives producers in the Canadian and foreign private sectors the opportunity to benefit from its know-how regarding distribution of social documentaries, experimental works and animated films. In 2007-2008, the NFB will maintain its acquisition policy to distribute documentaries and animation films that complement its collection.

   A development plan to showcase the NFB's stock footage online has been established. By making it easier for local and international clients to access one of the most prestigious image banks in Canada, the NFB can improve customer service, maximize its revenues and improve its efficiency. The development plan provides an integrated solution to manage content, archiving, accessibility and distribution for viewing and selecting stock footage in a fully digital environment. The first stage of the development plan involves fast-track digitization of the NFB's entire collection, which includes over 4,000 hours of stock footage.

    

The NFB seeks the following outcomes:

• Higher sales and revenue for all NFB markets and territories
• Acquisition of more productions that complement the NFB catalogue
• Increased pre-sale value for NFB productions and co-productions
• Fast-track digitization of stock footage and stock footage online

Performance Measurement Strategies and Indicators

• Quarterly sales, pre-sales and revenue
• Quarterly number of audiovisual production acquisitions and their economic benefits
• Online tools for clients in the consumer market
• Number of hours of digitized stock footage

 

Quarterly sales, pre-sales and revenue

In the past year, the NFB developed a series of financial performance indicators to analyze and assess the organization's sales and revenue more accurately. Existing tools have been fine-tuned and the organization can now track sales and revenue satisfactorily. The resulting figures will help the organization make optimal strategic decisions, as well as contribute to a well-informed and effective annual planning process. The indicators are improved on an ongoing basis, and the NFB management team will ensure they are incorporated into management decisions.

Number of audiovisual production acquisitions

In 2003-2004, the NFB established a policy to acquire audiovisual productions from Canadian and international private-sector producers. The initiative has helped the NFB fulfil its mandate and contributed to strengthening the industry by allowing the NFB to redistribute substantial amounts to its business partners. In 2005-2006, the NFB acquired 55 titles. Through those acquisitions, the NFB redistributed substantial amounts to its private partners in Canada and abroad.

Internet tools for the consumer market

Online sales of NFB products are climbing rapidly, and are expected to climb even faster with the digitization of new titles, which will be available in the near future. Over 3,500 titles have been digitized so far, and the NFB has delivered more than 100,000 DVDs. To make its collection even more efficiently and effectively consumer-accessible, the NFB will carefully monitor the performance of new Internet tools developed.

 

2.4 Program Activity: Accessibility and Outreach of Audiovisual Works

One of the NFB's essential goals is to make its works accessible to as many people as possible and to set up a close dialogue with the Canadian population. By creating media centres with cutting edge technology (Montreal's CineRobotheque and Toronto's NFB Mediatheque) and holding public screenings and workshops in various communities across the country, the Film Board has met this goal. There are also several online projects that encourage public interaction and help create communities linked by a common interest.

NFB activities also target the educational sector, and the organization invests time and effort in providing access to educational materials in various forms, such as workshops and teaching guides. The NFB seeks to share its wealth of state-of-the-art expertise with film industry professionals, university students and interested members of the public.

Financial Resources

2007-2008	2008-2009	2009-2010
13,628	11,768	11,768

 

Human Resources

2007-2008	2008-2009	2009-2010
111	111	111

 

Priorities

To achieve the above outcomes, the NFB has established the following priority for the three-year planning period ahead.

1. Maintain, enhance and increase equitable access to the NFB collection, in the new emerging digital formats, and across Canada.

 

Plan

1. Maintain, enhance and increase equitable access to the NFB collection, in the new emerging digital formats, and across Canada. (priority to be applied against the sub-activities learning channels, collection management, community engagement and international mandate of the NFB's PAA)

   The NFB will ensure that future generations can access the collection in the format of their choice. The new digital environment allows for a wide variety of partnerships, such as online film libraries, online learning centres for schools, and digital viewing centres.

   The new e-vault makes it possible to encode the NFB's 12,000-strong collection for all new platforms, including cell phones, the Web, mobile players and other formats, to make them more accessible. With renewed financial support from the Memory Fund - a funding program of Canadian Culture Online, a Canadian Heritage initiative - the NFB has succeeded in digitizing 3,507 titres to date. With renewal of the funding in 2007-2008, the NFB will be able to continue the crucial digitization process. This Canadian Heritage initiative has also made it possible for the NFB to develop Aboriginal Perspectives, a Web site for high school and upper elementary students that features documentaries by and about Canada's Aboriginal people on issues that concern them. Visitors to the site can view key NFB documentaries on Aboriginal themes from the 1940s to 2004, and learn about past and current issues relating to the lives of Aboriginal peoples through excerpts or complete films.

   For the future, the NFB is working on a site celebrating Canada's cultural diversity and its depth, wealth and unique history, as well as a site on Canadians and their environment, portraying Canadians' perceptions of their environment throughout modern history. A multiplatform project on Word War II is also in the pipeline.

   An agreement to restore and archive Oscar®-nominated NFB films is currently being negotiated with AMPAS (the Academy of Motion Pictures, Arts and Science) so that the films can be digitized.

   The development of a digital distribution network, which would complement the current distribution and film projection infrastructure, would make it possible to increase access to Canadian productions and enlarge the geographic scope of their broadcast. Digital cinema and the NFB initiatives in e-cinema offer tremendous opportunities in the area of public access and production diversity. The NFB will develop a strategy to participate in digital cinema options for the institutional and community markets.

   We intend to focus on establishing a network of partners in schools and adapting our productions to the school curriculum. Moreover, our support in providing teaching guides and organizing workshops at many regional and provincial teachers' conferences also fosters the use of Canadian audiovisual materials.

 

The NFB seeks the following outcomes:

• Improved access to the NFB collection through its various activities and offerings, particularly the mediatheques and other resources
• Better citizen participation through public screenings and other appropriate means
• Enhanced visibility for the NFB and its productions on television, in festivals and schools, during industry activities and with the federal government
• Continued digitization of the NFB collection

Performance Measurement Strategies and Indicators

The NFB will assess progress by tracking the following:

• Use of NFB titles by the organization's partners, particularly the number of films lent out by partner libraries
• Audience indicators for NFB productions
• Membership
• Attendance at NFB screenings and retrospectives
• Accessibility of NFB productions

 

Use of NFB titles by the organization's partners, particularly the number of films lent out by partner libraries

The NFB will continue to track client access to and satisfaction with the collection through surveys and special studies. It will also track and report on the use of the NFB collection in schools and libraries, at community events, and for screenings and other activities.

Audience indicators for NFB productions

The NFB will obtain appropriate information from specialized firms to determine the audiences it draws with its productions. It will obtain sufficient data on viewer profiles making up the television audience for NFB films.

Membership

The NFB will continue to track membership numbers in the NFB Film Club, an important outreach initiative valued by some 36,000 members. It seeks feedback on a regular basis trough various surveys. Member participation is always excellent and the members provide the NFB with excellent suggestions to improve its interactive services.

Attendance at NFB screenings and retrospectives

During the five years covered by the Strategic Plan, the NFB maintained a presence through public screenings which attracted hundreds of people. The Board organized over 3,000 public screenings attended by 636,394 viewers. The NFB will continue to track the number of people attending community screenings and retrospectives. The Film Board will analyze more closely the data gathered to select films that correspond to the public interests.

 

2.5 Program Activity: Research and Advisory Services

Since the beginning, the NFB has been exploring the frontiers of filmmaking. It originated major innovations such as IMAX, and played a key role in developing the documentary as a film genre. The Film Board has also done essential work in animation techniques and its influence has been felt around the world. Research and development of new technologies is an ongoing activity, keeping skills up to date and practical. In addition, the NFB advises the government and offers filmmaking advice and services to the industry.

Financial Resources

2007-2008	2008-2009	2009-2010
3 660	3 650	3 650

 

Human Resources

2007-2008	2008-2009	2009-2010
69	69	69

 

Priorities

Over time the NFB has established a tradition of filmmaking excellence and is at the core of Canadian cinematographic development. It is a breeding ground for new talent and a locus of experimentation through applied research, making him an important partner for the Canadian Film industry. Over the years, the NFB has been the incubator of various innovations in the cultural sphere that have had a major influence on Canadian cinema.

Under its enabling legislation, the NFB is required to make the results of its research available to Canadians. The NFB acts as advisor to the government and the film industry, and also undertakes technical and development projects to advance the art and science of filmmaking. It maintains an environment dedicated to excellence and innovation, and conducive to incubating and prototyping new initiatives. The NFB wants to broaden its collaboration with the industry.

To achieve the above outcomes, the NFB has established the following priority for the three-year planning period ahead:

1. Maintain, promote and enhance research and development initiatives to confirm the NFB as a leader in the Canadian film industry

 

Plan

1. Maintain, promote and enhance research and development initiatives to confirm the NFB as a leader in the Canadian film industry (priority to be applied against the sub-activities research, policy and technical innovation of the NFB's PAA)

   In the planning period, the NFB will invest time and energy in initiatives to reposition itself as the uncontested leader in innovation in the Canadian film industry. Though the NFB has been a beacon since its inception, it will now have to work with partners in both the private and parapublic sectors to regain its leadership position. The NFB thus intends to be at the leading edge of E-cinema research. To do so, the NFB has established the joint committee on innovation. This committee was created to ensure a global vision of research and development at the NFB while at the same time improving access to its collection. It strives to promote innovation within the institution.

    

The NFB seeks the following outcomes:

• The NFB as the Canadian and international benchmark for documentaries and animation, in both content quality and innovation of form
• The NFB advancing knowledge in filmmaking, generating benefits for the Canadian film industry
• The NFB once again a pioneer in applying new technologies to audiovisual products
• Better horizontal collaborations with various agencies under the Canadian Heritage umbrella

Performance Measurement Strategies and Indicators

The NFB will assess progress by tracking the following:

• Number of innovative productions and their allocated budget
• Number of innovative products, process and initiatives in all the NFB sectors
• Performance linked to the innovative character of the productions in the festivals

 

2.6 Program Activity: Revolving Fund

Financial Resources

2007-2008	2008-2009	2009-2010
0	0	0

 

Human Resources

2007-2008	2008-2009	2009-2010
0	0	0

The NFB Revolving Fund is used to provide the working capital required for business operations, for interim financing of operating expenses and capital acquisitions and for recording the change in the net book value of capital assets. The Revolving Fund is also used for interim financing of operational shortfalls, though it should be noted that the NFB's operating expenses are funded by annually voted parliamentary appropriations.

 

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