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SECTION III: SUPPLEMENTARY INFORMATION

Financial Highlights

The financial information included in the Financial Highlights section is based on an accrual accounting and extracted from the 2008-09 NFB’s audited Financial Statements.

The balance sheet shows an increase in non-financial assets. This is mainly due to the purchase of equipment needed for the digital transition. Most of the new equipment is being financed through capital lease contracts, which also explains in large part the increase in liabilities.

In addition to the impact of rationalization, the decrease in operation expenditures is explained primarily by the reduction in cash contributions for co-productions as well as the closing of some sales offices. Close monitoring of our transportation, communication, hardware and supply expenses also contributed to this decrease.

($ thousands)
Condensed Statement of Financial Position as at March 31, 2009	% Change	2009	2008
Financial assets	-3,8%	7,780	8,088
Non-financial assets	21,8%	10,027	8,229
TOTAL ASSETS	9,1%	17,807	16,317
Total Liabilities	14,2%	18,804	16,469
Total Equity		-997	-152
TOTAL LIABILITIES AND EQUITY	9,1%	17,807	16,317

 

($ thousands)
Condensed Statement of Operations for the year ended March 31, 2009	% Change	2009	2008
EXPENSES
Salaries and benefits	-1,2%	40 071	40 578
Professional and special services	2,6%	8 854	8 631
Rentals	-5,3%	8 478	8 954
Transportation, communication, material & supplies and information	-15,9%	6 544	7 778
Cash financing in co-productions	-20,0%	4 016	5 020
Amortization of capital assets	6,0%	2 774	2 616
Royalties and contracted film production and processing	13,6%	2 338	2 059
Other	15,6%	1 560	1 350
Total Expenses	-3,1%	74 635	76 986
REVENUES
Film prints	-11,0%	2 498	2 808
Royalties	-23,9%	1 534	2 015
Sponsored production and pre-sale	-36,6%	727	1 147
Stockshots	12,8%	554	491
Other	16,9%	471	403
Total revenues	-15,7%	5 784	6 864
NET COST OF OPERATIONS	-1,8%	68 851	70 122

Expenditures

In 2009, 85 percent (2008 – 82 percent) of the NFB’s expenditures were related to film production and distribution as well as to network accessibility and development.

The proportion of Management and Administration expenditures decreased from 13 percent ($10.2M) to 12 percent ($9.3M), allowing funds to be reinvested in the programming and accessibility sectors as well as in the continuation of the digital transition that begun in 2008.

 

	2008-09	2007-08	2008-09	2007-08
	($ thousands)		%
Programming - French & English	40,340	40,812	55.0	54.0
Distribution	8,416	8,003	11.0	10.0
Marketing, Outreach and Communications	14,267	14,183	19.0	18.0
Sub-total	63,023	62,998	85.0	82.0
Digital Development and applications	2,328	3,746	3.0	5.0
Management and Administration	9,284	10,242	12.0	13.0
Total expenses	74,635	76,986	100.0	100.0

Revenus

The economic situation has had some effects on the television sales sector. Nevertheless, this and the education sector still remain at the top of the list for generating revenue for the NFB. Pre-sales and sponsorship revenues were lower in 2009 than in 2008, while those from stockshots increased slightly.

 

Financial Statements

http://www.onf-nfb.gc.ca/medias/download/documents/pdf/nfb-financial-statements-2008-2009.pdf

 

List of Supplementary Information Tables

All electronic supplementary information tables found in the 2008-09 Departmental Performance Report can be found on the Treasury Board of Canada Secretariat’s website at: http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.

Table 1: Sources of Respendable and Non-Respendable Revenue
Table 5: Details on Transfer Payment Programs (TPPs)

 

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Notes

1 - This government outcome speaks to the importance of the continued existence and public availability of Canadian cultural products and Canada’s cultural heritage. The NFB’s program activities support this outcome by producing relevant, challenging and innovative audiovisual works that give Canadians a better understanding of Canada and the world and ensuring that this cultural content is accessible at home and abroad.

2 - Filmmaker Assistance Program (FAP) and Aide au cinéma indépendant - Canada (ACIC)

3 - Management, Resources and Results Structure

4 - The indicators and targets listed in this table are part of the NFB’s MRRS structure and were finalized after publication of the RPP 08-09. As the NFB operationalizes its performance framework, additional indicators and targets will be added to the MRRS. The NFB wishes to attain all existing performance targets by 2011-2012.

5 - The yearly output for films made by visible minority filmmakers is based on self-identification.

6 - The indicators and targets listed in this table are part of the NFB’s MRRS structure and were finalized after publication of the RPP 08-09. As the NFB operationalizes its performance framework, additional indicators and targets will be added to the MRRS. The NFB wishes to attain all existing performance targets by 2011-2012.

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