ARCHIVED - RPP 2007-2008
National Film Board of Canada

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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

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.

 

Priorities

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:

1. Enhance accountability, business practices and information systems.
2. Strengthen accountability, risk management, resource management and governance in the public sector.

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.

1. 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.

    

2. 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.

 

Tables

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

 

Table 1: Departmental Planned Spending and FTEs

(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
Governor General Special Warrant   Plus : Operation budget Carry Forward 3,404   Interdepartmental Partnership with the Official-Language Communities (IPOLC) 420   Internal Audit 156   Memory Fund 2,470   Less : Planned procurement savings** -190   TBS Vote 10     Internal Audit 156 TBS Vote 15     Adjustment Collective Agreement 153
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.

 

Table 2: Voted and Statutory Items

($ 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

 

Table 4: Summary of Capital Spending by Program Activity

($ 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

 

Table 6: Sources of Respendable and Non-Respendable Revenue, by Program Activity

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

 

Table 7: Revolving Fund - Statement of Operations, Statement of Cash Flows, and Projected Use of Authority

($ 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

 

Table 13: Details on Transfer Payments Programs

($ 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

 

Table 18: Internal Audits and Evaluation

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

 

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