National Film Board of Canada 2024–25 Departmental plan
© 2024 National Film Board of Canada
Cat. No. NF1-4E-PDF
ISSN: 2371-6479
From the Minister
The organizations in the Canadian Heritage portfolio work in a variety of sectors to help the government build a better society. In the coming year, they will draw on their expertise and creativity to advance key priorities in inclusion, diversity, equity and accessibility, reconciliation with Indigenous peoples and practices to reach our sustainable development goals.
The National Film Board of Canada (NFB) creates relevant, innovative audiovisual works that showcase Canadian and Indigenous creativity to audiences in this country and around the world. Both behind and in front of the camera, the NFB works with emerging and experienced filmmakers, creators, artists and craftspeople from all parts of the country. In 2024–25, the NFB will maintain its commitments to equity, diversity and inclusion, cultivate its relationships with Indigenous peoples and continue to work with official-language minority communities.
As a public distributor, the NFB ensures that its works are accessible in every region of Canada, and that they find a place and resonate with an ever-growing number of Canadians. In the coming year, the creation and accessibility of the NFB’s works will remain central to its vision as it plays an active role in the modernization of the audiovisual sector and prepares its strategic plan for 2025–28.
As Minister of Canadian Heritage, I am pleased to present the 2024–25 Departmental Plan prepared by the National Film Board of Canada. This plan outlines how this organization plans to fulfil its mandate and help move Canadian society forward.
The Honourable Pascale St-Onge
Minister of Canadian Heritage
From the Commissioner
At the NFB, we’re embarking on a new chapter whose guiding principles are relevance and determination. With a firm focus on the future, we will ensure boldness and innovation play prominent roles in all of our creation, distribution and engagement decisions. Every day, the NFB carries out its mission as a producer and distributor, in addition to partnering and collaborating with public and private actors in the industry to push the boundaries of creation, explore new forms of storytelling, maximize the public’s experience, and reach new audiences. The NFB is also an indispensable forum for sharing learning and knowledge. Our entire history is based on the premise that we must produce so that we can then distribute, and innovate so that we can then share and preserve. Proud of our tradition as a public institution that serves the public, the NFB now wishes to expand our key role in the Canadian audiovisual industry and contribute to its modernization.
In phase with the rest of the federal government and the transformations it has begun, we are participating actively in this modernization, with all of the strength, expertise, intelligence and passion that we can bring to bear. Our goal is to equip the NFB with a renewed and even enhanced mandate so that it can address the profound changes that our ecosystem is undergoing.
As a major creative lab and production and distribution house, the NFB must consider the accessibility of its works and the engagement of its Canadian audiences at every stage, from idea to screen. It is also essential that the “NFB experience” remain unique and attractive for creators, without whom our mission could not be carried out.
In another area, the NFB’s expertise in preserving and restoring audiovisual works is recognized worldwide. We are the caretakers of the largest living collection of Canadian audiovisual content. This collection comprises several thousand works that constitute a central pillar of Canada’s cultural heritage.
Regarding environmental, social and corporate governance, we must persist in championing the values of equity, justice and diversity, and continue the work we’ve begun to enrich our relationships with Indigenous Peoples in Canada. In the late summer of 2023, we announced specific targets for the production and co-production of works by racialized creators, and we will continue to closely collaborate with Canada’s minority-language communities. In addition, we will maintain our firm commitment to the environment and express it through a Green Plan for reducing our environmental footprint.
The NFB’s financial situation will remain stable for the rest of the current fiscal year, so we will take advantage of this moment to consider our opportunities for improvement and how to act on them. To increase our agility, we’ll enhance the efficiency of some production processes and submit requests for exemptions to the relevant authorities. We will consult with experts and acquire analytical tools to facilitate our decision making, and we’ll improve our internal communications to make them more fluid and multidirectional. In short, we’ll be examining certain internal operations with a clear, unflinching eye while taking all of our stakeholders and our organizational capacities into account.
In closing, the NFB has always had a leading role in the production and distribution of documentary and animated films that have enabled new talents to emerge and experienced filmmakers and artists to achieve greatness. But now more than ever, major public institutions dedicated to culture and the arts have an essential part to play in improving our ability to live together. The NFB is no exception: in these times of misinformation and disinformation, the NFB’s works sustain dialogue, open new perspectives and engage audiences—all of which are indispensable in a healthy, enlightened democracy.
Suzanne Guèvremont
Government Film Commissioner and
Chairperson of the National Film Board of Canada
Plans to deliver on core responsibilities and internal services
Core responsibilities and internal services:
In this section
Description
The National Film Board’s mandate is to create relevant and innovative audiovisual content that interprets Canada and its diversity to Canadians and people around the world. The National Film Board works with filmmakers and artists from every region of Canada to produce exceptional documentaries, animated films, and interactive/immersive works rooted in Canadian experiences and realities. The National Film Board has long been a champion of technological and film innovation, both nationally and internationally. The National Film Board seeks to reflect the perspectives and experiences of communities that are systematically under-represented in the media and to develop innovative new storytelling forms and approaches.
Quality of life impacts
For more than eight decades, the National Film Board of Canada has both captured and sparked dialogue around the social and cultural life of Canadians. The works it has produced in the national interest address the quality and inequalities of life in Canada, in an effort to create an informed, engaged, healthy and democratic society.
The NFB primarily produces and distributes works that touch on the Society domain in Canada’s Quality of Life Framework; for example, works that discuss the complexity of identity and belonging, in addition to providing opportunities for cultural expression. The NFB has set equity, diversity and inclusion targets for production, firmly committing to ensure that equity-seeking groups are represented in these stories, both behind and in front of the camera. NFB films widely foster positive perceptions of diversity in all its forms, including racial, linguistic, geographic, religious, dis/ability, gender and sexual. With many of its 460 titles of Indigenous content available in diverse Indigenous languages, the NFB provides access to and stewardship of stories told in languages that are of vital importance to the preservation of Indigenous cultures, worldviews and expressions of self-determination.
The subjects of these works address today’s essential conversations, such as discussions around climate change (which relate to the Framework’s Environment domain), and media literacy, Indigenous rights and sovereignty, truth and reconciliation, and discrimination and access to equal justice (all relevant to the Good Governance domain), to name a few. The NFB tackles ideas, questions and stories that are central to the lives, experiences and perspectives of all Canadians. As a public organization, the NFB believes in engendering “social cohesion and connections” (one of the three key components of the Society domain) among Canadians from coast-to-coast-to-coast. Through its works, it can act as a catalyst for change and strengthen a sense of community and belonging, of feeling heard, seen and connected, while contributing to the pursuit of the common good and the well-being of society.
Results and targets
The following tables show, for each departmental result related to Audiovisual Programming and Production, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.
Table 1: Indicators, results and targets for departmental result
The NFB works reflect pan-Canadian perspectives.
| Indicator | [2020–2021] result | [2021–2022] result | [2022–2023] result | Target | Date to achieve |
|---|---|---|---|---|---|
| Percentage of works directed by filmmakers and artists from Quebec | 36% | 42% | 45% | 32%–45% | March 31, 2025 |
| Percentage of works directed by filmmakers and artists from Ontario | 20% | 17% | 14% | 15%–25% | March 31, 2025 |
| Percentage of works directed by filmmakers and artists from the Atlantic region | 10% | 8% | 11% | 8%-15% | March 31, 2025 |
| Percentage of works directed by filmmakers and artists from the Canadian Prairies, Nunavut and the Northwest Territories | 18% | 18% | 17% | 10%-18% | March 31, 2025 |
| Percentage of works directed by filmmakers and artists from British Columbia and the Yukon | 15% | 15% | 14% | 11%-21% | March 31, 2025 |
Table 2: Indicators, results and targets for departmental result
The NFB is a global centre of excellence in audiovisual production.
| Indicator | [2020–2021] result | [2021–2022] result | [2022–2023] result | Target | Date to achieve |
|---|---|---|---|---|---|
| Number of awards won at festivals/awards ceremonies | 108 | 151 | 99 | 80 | March 31, 2025 |
Table 3: Indicators, results and targets for departmental result
The NFB supports Canadian industry talent and cultural diversity.
| Indicator | [2020–2021] result | [2021–2022] result | [2022–2023] result | Target | Date to achieve |
|---|---|---|---|---|---|
| Percentage of completed productions directed by emerging filmmakers and artists | 45% | 35% | 65% | 25% | March 31, 2025 |
| Percentage of completed productions directed by Indigenous filmmakers and artists | 8% | 26% | 6% | 15% | March 31, 2025 |
| Percentage of completed productions directed by women | 40% | 54% | 65% | 40%Note de bas de page 1 | March 31, 2025 |
The financial, human resources and performance information for the NFB’s program inventory is available on GC InfoBase.
Plans to achieve results
Engage audiences with works that entertain, inspire and promote dialogue
For over eight decades, the NFB has been a trusted public producer, evolving and adapting to ensure that the stories it brings to screens are distinctive, contemporary and relevant to the experiences of all Canadians. In 2024–25, the NFB’s focus will be to engage Canadians through their interests and their values, and by ensuring they see their lives and concerns reflected on-screen.
Behind the camera, the NFB will continue to progress in its commitments to advance racial and gender equity and address concerns around Indigenous representation and sovereignty, across all of its active projects, specifically in key craft positions. These commitments align with the NFB’s dedication to producing stories from every region and corner of the country. Located in cities across Canada, our producers are devoted to unearthing the best stories from coast-to-coast-to-coast, in both official languages. In 2024–25, the NFB will continue to pursue successful mentorship initiatives for emerging filmmakers to professionalize their skills and grow their portfolio. Production ventures like Hothouse whose 14th edition took place during the fall of 2023, and Alambic pave the way for a new wave of emerging talent with innovative and fresh ideas. Their films also introduce the NFB to new audiences. At the same time, producers will continue to seek out and work with some of the nation’s best filmmakers, artists and thinkers who have something to say, and a vision for how they want to say it.
In front of the camera, the NFB will produce high-quality content that represents the demographic landscape of Canada and that helps set the NFB apart on the national and international stages. The works will not only entertain and inspire but foster a more engaged and empowered society through dialogue around contemporary issues such as social justice, equity, reconciliation with Indigenous Peoples, and environmental justice. To achieve this objective, the NFB will continue to cultivate and improve its programming strategy, ensuring that the offering to Canadians is cohesive, integrated and responsive to current topics. The NFB will also keep refining and enhancing the sharing of its programming expertise, striving to produce innovative storytelling in works that are diversified across genres, screens and target audiences. The NFB will continue to be a centre of global excellence that creates platform-agnostic audiovisual works destined to make waves at home and abroad.
Strengthen programming workflow by integrating production-management tools
Building on our 2023 commitment to strengthen production with technology, the NFB will continue to develop, launch and implement programming and production-management tools that can be consulted in real time. In 2024–25, the NFB will simplify internal approval processes to streamline workflow and reduce production time, costs and resources, while improving quality. This objective accords with the NFB’s commitment to a systematic and rigorous approach to programming. These actions also align with the 2023–25 Action Plan’s goals to maximize the potential of NFB works by optimizing administration and operational costs. A more simplified, streamlined workflow reinforces the NFB as a nimble, responsive and high-performance public producer. In the next fiscal year, the project-management software ShotGrid will be in place and functional, ensuring that the NFB’s production practices are supported with the latest technology and equipment in the audiovisual sector. The implementation of ShotGrid builds on the NFB’s dedication to innovation and to applying project-management principles in all of its core business processes.
Renew business policies for co-productions
Over the last decade, the screen sector has experienced disruption and volatility. As a result, the funding and production landscape for audiovisual works has been significantly altered. Rising costs across the country find their echo in the rising costs of content production. In 2024–25, in an effort to ensure NFB co-productions are competitive within the changing, independent market, concrete steps will be taken to renew the business policies for co-productions. The long-term objective is to create partnership conditions that are optimal for innovative and flexible approaches to storytelling.
Transparency and clarity are vital to strong and beneficial collaboration. Therefore, in the coming fiscal year, the NFB will work towards elucidating new parameters for co-producing by updating its co-production guide, sharing it with the industry and publishing it on its production site. This initiative also aligns with a key priority of the 2023–25 Action Plan, namely, to provide clarification and better communication around programming.
Maintain the NFB’s leadership in innovation
The National Film Board of Canada has long been a space where artists, thinkers and innovators are encouraged to take creative risks, to push the boundaries of storytelling convention and to be leaders within the screen sector. The NFB’s approach involves actively incubating innovation by ensuring it remains a foundational component within the organization’s structure, particularly in its core functions of production and distribution. Innovative technologies are used in production to expand creative frontiers and storytelling forms, including employing artificial intelligence to research new animation textures and techniques. In 2024–25, the NFB will deploy an action plan dedicated to innovation. The purpose of this plan will be to focus our innovation efforts and to experiment with innovative creation methods and technologies, in order to remain on the cutting edge of advances in the audiovisual industry. This plan will be designed to transform the art of storytelling, stimulate audience interest and increase audience engagement. Within the field of documentary production, the NFB is innovating the genre by embracing collaborative filmmaking—projects led by directing teams. These teams unite creative voices that are cross-cultural and intergenerational, and represent differing experience levels. This collaborative filmmaking approach embraces colliding perspectives, ideas and creative methods. Two heads are better than one in identifying story gaps or anticipating production problems. Collaborative filmmaking also aids in capacity building of emerging talent by supporting professional skill development and learning. This innovative approach to storytelling enhances the NFB’s programming offering and reimagines leadership in the documentary sector.
Key risks
Like most cultural institutions, the NFB’s operational risks hinge on its staff resources. The 2023–24 fiscal year witnessed many shifts and changes in key leadership positions at the NFB. These transitions paused any long-term improvements to operational processes and planning but did not disrupt the day-to-day business of production and distribution. The arrival of new leadership, including Director General Richard Cormier, signals an exciting renewal for the NFB’s growth, direction and institutional imagination. The NFB formed an Operations Committee in 2022–23. In the coming fiscal year, the NFB will continue this work by beginning to develop a framework for projects outside of production, which will guide the Operations Committee.
Like many established cultural institutions, the NFB faces a pervasive long-term risk of losing its relevance within a changing media landscape. This is why the NFB is continually dedicated to modernizing its operations, its practices and its offerings to the Canadian public. When adopting new infrastructure, the challenge that remains is finding a balance between systems that are modern and suitable but also resilient and lasting. The NFB stands at the precipice of great change, moving forward between external forces such as the modernization of the screen sector and internal forces such as an increasing number of resources being devoted to the NFB’s flagship streaming platform, nfb.ca. To mitigate the risk that this infrastructure becomes ephemeral, the NFB remains committed to making data-driven decisions guided by study and analysis. As described in the 2023–25 Action Plan, the NFB will become equipped with tools to measure organizational performance that will inform the business intelligence at the heart of decision making.
Snapshot of planned resources in 2024–25
- Planned spending: $37,079,225
- Planned full-time resources: 158
Related government priorities
Gender-based analysis plus
Last fiscal year, the NFB made a firm commitment that by 2025, at least 30% of its current productions and co-productions will be made by filmmakers/artists who identify as Black and People of Colour (BPOC). This concrete action derives from the NFB’s Diversity, Equity and Inclusion Plan towards equitable programming—programming that includes the voices of artists from underrepresented and racialized groups, and that fights the systemic racism within the Canadian cultural landscape. In 2024– 25, the NFB will meet this target by developing, nurturing and producing BPOC talent from coast-to-coast-to-coast. Our studios will prioritize skill development and career acceleration for a diverse pool of artists, with the aim of supporting a creative ecosystem that’s not just inclusive, but sustainable as well.
The NFB’s progress towards this commitment will be measured and tracked through a respectful, responsible and confidential self-identification questionnaire sent to filmmakers and production teams working on NFB projects. This evidence-based approach will provide a better understanding of the creators we’re working with and ensure concrete actions are taken to achieve our objective. Progress towards racial equity is meant to be transparent and ongoing. The NFB recognizes that accomplishing these targets is only the first step in enriching the stories brought to the screen and to audiences. The NFB also plans to update and transition the triennial Indigenous Action Plan into ongoing concrete actions.
United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals
In 2024–25, the NFB will continue to showcase the principles laid out in the United Nations Sustainable Development program by producing innovative audiovisual works, for screens of all sizes, that share social justice stories of national and global interest. The NFB contributes to promoting the United Nations Sustainable Development Goals (SDG), in particular SDG16 (Peace, Justice and Strong Institutions), SDG 5 (Gender Equality), SDG 13 (Climate Action) and SDG 10 (Reduced Inequalities), through the contents of its stories and the way in which those stories are produced.
Reducing environmental impacts
Environmental, social and good governance criteria remain at the heart of all NFB activities and decisions, and are the second key priority in the 2023–25 Action Plan. The NFB is more than just committed to telling stories dedicated to climate change. The NFB is committed to implementing policies dedicated to climate action, including reducing environmental impacts linked to the production and distribution of films. The NFB has initiated the first steps in developing its Green Plan, including a pre-audit of its overall carbon footprint. In the meantime, the NFB is implementing sustainable practices in its day-to-day operations, developing remote work technology that reduces the amount of travel required for production and post-production. The NFB is committed to being transparent and accountable to its green efforts in publishing its Departmental Sustainable Development Strategy.
More information on the NFB’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.
Program inventory
Audiovisual Programming and Production is supported by the following programs:
- Audiovisual Programming and Production
Supporting information on planned expenditures, human resources, and results related to the NFB’s program inventory is available on GC Infobase.
Summary of changes made to reporting framework since last year
No changes were made to the reporting framework since last year.
Description
The National Film Board strives to ensure that Canadians from all regions have access to its works across a range of formats. Understanding audiences and their consumption habits, making content available on a variety of platforms, and calling attention to National Film Board productions are thus intrinsic to the organization’s mandate. The National Film Board has a rich collection of over 13,000 titles that constitutes an essential component of Canada’s cultural heritage. Preserving these works for the enjoyment of Canadians and people around the world, both today and in the future, falls under the mandate conferred to the National Film Board under the National Film Act.
Quality of life impacts
The core responsibility Content Accessibility and Audience Engagement relates to several indicators for the Society domain of the Quality of Life Framework for Canada. To improve the ways we as a society live together, the NFB reaches out to audiences to show them works that reflect our country’s diverse realities, including stories that deal with major social issues and present the perspectives of underrepresented communities. By promoting these works through public and private screenings in communities—including communities that are remote and underserved—and screenings in municipal libraries, and by exhibiting these works at local theatres and film festivals across Canada, the NFB helps to stimulate discussion of issues that are important to Canadians, and to create spaces for conversations that foster understanding and social cohesion. The NFB Distribution team also helps to enrich Canadian culture and identity, encourage positive perceptions of diversity and promote Indigenous languages and knowledge of official languages. On its online viewing space, nfb.ca, the NFB offers channels that present works by filmmakers from diverse backgrounds, such as the Indigenous Cinema channel, dedicated to works by Indigenous filmmakers. The NFB also offers many in-person and online activities celebrating Canadian diversity, and works closely with official-language minority communities, for example, by offering a variety of educational resources in both official languages. Lastly, by including described video and closed captions in its new productions, the NFB helps to provide a cultural environment that is accessible to people living with disabilities.
Results and targets
The following tables show, for each departmental result related to Content Accessibility and Audience Engagement, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.
Table 4: Indicators, results and targets for departmental result
The NFB works are accessible on digital platforms.
| Indicator | [2020–2021] result | [2021–2022] result | [2022–2023] result | Target | Date to achieve |
|---|---|---|---|---|---|
| Number of titles offered online | 5,388 | 5,737 | 5,915 | 6,300 | March 31, 2025 |
Table 5: Indicators, results and targets for departmental result
The NFB works are viewed around the world.
| Indicator | [2020–2021] result | [2021–2022] result | [2022–2023] result | Target | Date to achieve |
|---|---|---|---|---|---|
| Number of views of NFB works | 72,757,041 | 64,059,352 | 59,348,229 | 52,000,000 | March 31, 2025 |
| Percentage of Canadians who confirm having watched an NFB production in the last year | Not available | 31% | Not available | 20% | March 31, 2025 |
Table 6: Indicators, results and targets for departmental result
The NFB forges relationships with its online audiences.
| Indicator | [2020–2021] result | [2021–2022] result | [2022–2023] result | Target | Date to achieve |
|---|---|---|---|---|---|
| Number of interactions between the NFB and its online audiences | 17,418,201 | 12,534,943 | 12,324,680 | 12,000,000Endnote 2 | March 31, 2025 |
Table 7: Indicators, results and targets for departmental result
The NFB works are preserved and their longevity assured for future generations.
| Indicator | [2020–2021] result | [2021–2022] result | [2022–2023] result | Target | Date to achieve |
|---|---|---|---|---|---|
| Percentage of digitized works in the active collection | 99.9% | 99.9% | 99.9% | 99.9% | March 31, 2025 |
| Percentage of digitized works in the total collection | 85% | 73% | 76% | 86% | March 31, 2025 |
The financial, human resources and performance information for the NFB’s program inventory is available on GC InfoBase.
Plans to achieve results
Under its new Director General of Creation, Distribution and Marketing and Chief Programming Officer, who was appointed last year, the NFB will focus on increasing the numbers of views of its works to ensure that they are seen both in Canada and around the world. To achieve its growth targets for its audiences, the NFB will remain agile, flexible and alert to changes in the distribution market. But the methods that it chooses to achieve this growth must remain affordable. One practical step to increase the number of NFB works viewed and enjoyed around the world would be to open the NFB’s YouTube channel to new regions around the world; the NFB will be exploring this possibility this year. The NFB also plans to increase the presence of its works on streaming platforms and its collaboration with content aggregators. One innovative method that the NFB is considering for keeping abreast of the distribution market in an agile manner and reaching larger audiences is to either launch its own FAST channel (a free, advertising-supported linear streaming television channel) or to collaborate with such a channel. If this initiative proceeds, it could enable audiences to explore NFB works by theme on their smart TVs.
In addition to increasing the numbers of views of the NFB’s works, another planned result for the Distribution team this year will be to ensure that these works are accessible on digital platforms. To achieve this result, the NFB will continue making more of its productions available on various online platforms and continue updating its flagship distribution and streaming platform, nfb.ca. In 2024–25, the NFB will continue to modernize this viewing space to offer its audience a simple, clear navigation experience that allows them to easily discover the treasures in the NFB’s collection. A new, flexible, adaptable and works-centred user interface will be developed to increase the discoverability of the NFB’s works.
The discoverability of the NFB’s works will also depend on its ability to engage in a relationship with its online audience. In 2024–25, the NFB will undertake several initiatives to strengthen its relationship and interactions with its audience. One of these initiatives will consist in democratizing its education offer. Once successfully completed, this initiative will increase and simplify access to myriad educational resources created by the NFB. Teachers and students across Canada will thus be able to take advantage of all the teaching materials that the NFB has developed over the years, without any access constraints. The agreements that the NFB maintains with education ministries, school boards, schools and other educational institutions will enable teachers to access this content easily on a regular basis. The NFB Education team will also be developing new teaching formats and tools to engage more audiences in schools throughout Canada. In parallel with the democratization of its education offer, the NFB will be laying the groundwork for a unit within the Distribution team that will produce audiovisual content that informs the public about various aspects of creating audiovisual works (including interviews with artists and craftspeople) and about the NFB’s various areas of expertise in general. The content produced by this unit will enable the NFB to engage and retain audiences who are interested in all the aspects of the audiovisual trade in which the NFB excels, from development to conservation.
In terms of conservation and preservation, in 2024–25, the NFB will continue digitizing and restoring its works. Over this year, the NFB will continue to digitize its inactive collection, with the target of having 86% of these works digitized by year end. This target has been revised downward slightly from last year because of a change in the method used to calculate the number of works digitized: some titles which, for technical reasons, are digitized more than once, are no longer counted more than once. This change in the method used to calculate therefore requires an adjustment of the target for the next fiscal year. In addition, in 2024–25, the Technical Resources team will be restoring the images for at least 100 films in the NFB’s active collection and will continue working with the Cinémathèque québécoise, which wants to digitize and restore part of its collection too. The NFB thus continues to ensure that Canada’s audiovisual heritage is preserved for future generations.
Key risks
The main risk to achieving the planned results for this core responsibility lies in the proliferation of audiovisual content and the diversification of distribution channels, which make the NFB’s works harder to discover. To mitigate the risk of not reaching its audiences in this context of growing competition and the transformation of its traditional distribution partners, the NFB is monitoring Canadians’ new media-consumption habits closely and exercising great flexibility in the way it reaches the public, through the deployment of new tactics for distribution and audience engagement, as described in the preceding section.
Snapshot of planned resources in 2024–25
- Planned spending: $23,093,384
- Planned full-time resources: 159
Related government priorities
Gender-based analysis plus
For years, the NFB has worked to ensure inclusive results with regard to content accessibility and audience engagement by showcasing audiovisual productions that reflect the diverse realities of Canada and its historically marginalized groups, such as racialized groups, the 2SLGBTQI+ community, women, people with disabilities, and Indigenous people. In 2024–25, the NFB will continue to promote works by creators from Indigenous, racialized and diverse cultural groups in order to maximize their discoverability and accessibility, through community screenings, online programming and other methods. To this end, the NFB Distribution team will continue to update and promote special channels and sections dedicated to diversity on its nfb.ca viewing space, and will also create new ones. The NFB will also look at audience-measurement indicators that allow it to assess the discoverability of its works, including Indigenous content and content from diverse cultural groups.
United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals
As a public distributor, the NFB will reiterate its commitment to the UN Sustainable Development Goals in 2024–25. In addition to its above-mentioned commitments regarding gender parity, inclusivity, reduction of inequalities and inclusive, quality education, the NFB will continue to contribute to Goal 14 (Conserve and sustainably use the oceans, seas and marine resources for sustainable development) and Goal 13 (Take urgent action to combat climate change and its impacts) of the United Nations 2030 Agenda for Sustainable Development. In this regard, as part of its Ocean School project, the NFB will be presenting dynamic new content that explores marine transportation on the St. Lawrence River, the challenges that invasive species pose for aquatic ecosystems, climate change in Nunatsiavut and the essential role that the ocean plays as an organic carbon pump. The Ocean School team will also create short supporting documents to help teachers address the material from the standpoint of the world’s oceans.
More information on the NFB’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.
Program inventory
Content Accessibility and Audience Engagement is supported by the following programs:
- Distribution of works and audience engagement;
- Promotion of works and NFB outreach;
- Preservation, conservation and digitization of works.
Supporting information on planned expenditures, human resources, and results related to the NFB’s program inventory is available on GC Infobase.
Summary of changes made to reporting framework since last year
No changes were made to the reporting framework since last year.
Description
Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- management and oversight services
- communications services
- legal services
- human resources management services
- financial management services
- information management services
- information technology services
- real property management services
- materiel management services
- acquisition management services
Plans to achieve results
Remain an indispensable player in the new Canadian audiovisual ecosystem
In the coming fiscal year, the NFB will participate fully in the sweeping Department of Canadian Heritage initiative to modernize the audiovisual sector. It is within this context of change that the NFB is preparing to define its vision for the coming years. To this end, in November 2023 the NFB launched its 2023–2025 Action Plan, which extends the main strategic directions and priorities of the NFB’s 2020–2023 Strategic Plan. Canadian Heritage's in-depth examination of the future of Canada’s audiovisual industry will help the NFB obtain insights for the development of its upcoming 2025–28 Strategic Plan, to position the organization with a renewed mandate. In this spirit, the NFB will need to find ways of streamlining its processes in order to become nimbler and perform better. One way that it will do so is by requesting exemptions and increases in certain authorities. Also note that the NFB’s long-term financial viability remains a priority for the coming year.
An organization that is representative of Canada’s cultural diversity, behind the camera and on the screen
In 2024–25, the NFB will continue the work that has allowed it to set and achieve major objectives for supporting underrepresented groups. The ambitious three-year Indigenous Action Plan that the NFB developed in collaboration with an Indigenous Advisory Committee and launched in 2017 will be succeeded by an ongoing action plan to be implemented in 2024–25. One of the major commitments in the three-year plan was to achieve representational parity for Indigenous people in the NFB workforce by 2025, and this goal remains in place. The NFB’s Human Resources team will continue to participate in job fairs in Indigenous communities and to work with groups through which it can fill positions. In 2024– 25, the NFB will leverage work done and knowledge acquired in recent years. In this regard, the position of equity, diversity and inclusion champion at the NFB has evolved into a Senior Advisor position. This advisor, who was appointed in 2023–24, will provide closer support for all NFB staff, and more especially for NFB managers, and will also give priority to updating NFB governance regarding equity, diversity and inclusion. The NFB will also maintain its commitments to official-language minority communities. With regard to the timetables of the stakeholders in the Collaboration Agreements for the Development of Arts and Culture, the NFB will fulfil its responsibilities in addition to updating its action plan for parts IV to VII of the Official Languages Act.
All of these commitments have been made in parallel with the deployment of the NFB’s self-identification questionnaire, which began in April 2023. The information gathered with this questionnaire since then includes data on Indigenous identity, racial or ethnic identity, disability, gender identity and expression, membership in the 2SLGBTQI+ community and membership in official-language minority communities. For now, these data are being used only in aggregated form, for statistical purposes. The NFB is waiting for the authorizations required under the Privacy Act and Treasury Board Secretariat’s privacy policy before it can start using these data for administrative purposes. This second phase will take place in 2024–25.
The coming year will also see the deployment of two new plans. The 2023–25 Accessibility Plan, published in August 2023, comprises several objectives. One of those, which the NFB hopes to achieve in 2024–25, is to develop a strategy based on consultations and sustained engagement with people living with disabilities. This same year, the NFB also plans to provide all of its employees with training tools dealing specifically with disabilities and accessibility. The NFB’s Green Plan will involve implementing new practices in the NFB’s internal operations, as well as in the production, distribution and conservation of its works, that will enable the organization to reduce its greenhouse-gas emissions. This plan arises out of the commitments in the NFB’s 2023 to 2027 Departmental Sustainable Development Strategy.
A flexible workplace that’s conducive to development
The NFB strives to provide its employees with a healthy quality of working life and an environment conducive to the development of their talents. One of the steps that the NFB will take to pursue these goals in 2024–25 will be to focus on excellence in internal communications and in development opportunities.
On the basis of best practices and surveys in which the NFB has measured the state and effectiveness of its current communications, the NFB will prepare an internal-communications plan. This plan will include processes and tools for improving two-way communications. In 2024–25, the NFB will also be taking steps to mobilize its employees and revitalize its employee-recognition program.
In 2024–25, the NFB will deploy development plans for management and executive positions for which replacements are going to be needed in the short or medium term. These plans, to be carried out across two to four years, will provide for the training and mentoring needed to prepare new incumbents for these positions. The NFB will also complete the profiles of expected competencies and behaviours for all employees. The relevant training and development tracks will be associated with these competencies, which are themselves related to the five values set out in the NFB’s 2020–23 Strategic Plan.
In recent years, the NFB, like many other organizations, has seen an increase in telework among its employees. As a result, it has had to examine ways of optimizing the layout of its workspaces. Following the proposals from Public Services and Procurement Canada (PSPC), the NFB will evaluate the possibility of sharing these spaces and creating a greater number of collaboration areas, and will begin to make any necessary, appropriate modifications in 2024–25.
Snapshot of planned resources in 2024-25
- Planned spending: $11,388,473
- Planned full-time resources: 73
Related government priorities
Table 8: Planning for contracts awarded to Indigenous businesses
The following table shows how the department plans to achieve awarding at least 5% of the total value of contracts to Indigenous businesses annually.
| 5% reporting field | 2022-23 actual result | 2023-24 forecasted result | 2024-25 planned result |
|---|---|---|---|
| Total percentage of contracts with Indigenous businesses | n/a | n/a | 5% |
In 2024–25, the NFB plans to take further steps to ensure that at least 5% of the total value of its contracts is awarded to Indigenous businesses. Here are some of these steps:
- Continue the discussions begun in 2022–2023 with Indigenous Services Canada and Treasury Board of Canada Secretariat so that NFB Indigenous suppliers (creative personnel) who are not registered in the Government of Canada’s Indigenous Businesses Directory or in a beneficiary business list for contracts with a final delivery in a modern treaty or self-government agreement area with economic measures can nevertheless qualify as Indigenous businesses;
- Continue deployment of the self-identification questionnaire for use by Indigenous entrepreneurs, among other groups;
- Use various contract instruments accessible through Shared Services Canada (SSC) and PSPC to identify Indigenous sources to be used for commonly used goods and services;
- Train the staff responsible for applying the NFB’s procurement policy and communicate how to operationalize Indigenous procurement processes.
Planned spending and human resources
This section provides an overview of the NFB’s planned spending and human resources for the next three fiscal years and compares planned spending for 2024–25 with actual spending from previous years.
In this section
Spending
Figure 1: Spending by core responsibility in 2024–25
The following figure shows a summary of the NFB’s planned spending by core responsibility.
Text description
Long Description for the graph “Spending by core responsibility in 2024–25”
| Audiovisual Programming and Production | $ 37,079,225 |
| Content Accessibility and Audience Engagement | $ 23,093,384 |
| Internal Services | $ 11,388,473 |
The National Film Board planned spending for 2024–25 is allocated to its core responsibilities as well as internal services. Audiovisual programming and production represents $37.1 million (52%), accessibility and audience engagement represents $23.1 million (32%) and internal services represents $11.4 million (16%) of total spending.
Table 9: Actual spending summary for core responsibilities and internal services ($ dollars)
The following table shows information on spending for each of the NFB’s core responsibilities and for its internal services for the previous three fiscal years. Amounts for the current fiscal year are forecasted based on spending to date.
The NFB revolving fund authority is available to finance working capital and capital acquisitions and is reimbursed periodically from the Main voted authorities.
| Core responsibilities and internal services | [2021–2022] actual expenditures | [2022–2023] actual expenditures | [2023–2024] forecast spending | |
|---|---|---|---|---|
| Main voted authorities | ||||
| 1. Audiovisual Programming and Production | 36,701,399 | 38,377,459 | 36,689,871 | |
| 2. Content Accessibility and Audience Engagement | 21,402,328 | 23,332,571 | 23,585,409 | |
| Subtotal | 58,103,727 | 61,710,030 | 60,275,280 | |
| Internal services | 11,143,384 | 10,731,370 | 11,884,874 | |
| Total | 69,247,111 | 72,441,400 | 72,160,154 | |
| Revolving fund authority | ||||
| 1. Audiovisual Programming and Production | 11,203 | 193 | 0 | |
| 2. Content Accessibility and Audience Engagement | (10,552) | (43,106) | 0 | |
| Subtotal | 651 | (42,913) | 0 | |
| Internal services | 88,938 | 49,383 | 0 | |
| Total | 89,589 | 6,470 | 0 | |
| Total authorities | ||||
| 1. Audiovisual Programming and Production | 36,712,602 | 38,377,652 | 36,689,871 | |
| 2. Content Accessibility and Audience Engagement | 21,391,776 | 23,289,465 | 23,585,409 | |
| Subtotal | 58,104,378 | 61,667,117 | 60,275,280 | |
| Internal services | 11,232,322 | 10,780,753 | 11,884,874 | |
| Total | 69,336,700 | 72,447,870 | 72,160,154 | |
Planned spending for 2023–24 includes funding of $5.3 million for critical operational needs. This same funding has been provided to the NFB for the past several years: $5.1 million in 2021–22 and $5.3 million in 2022–23 and 2023–24. Planned spending in 2023–24 also includes a reduction of $64,834 as part of the government’s commitment to refocus spending.
Spending levels increased in 2022–23, mainly due to salary increases and retroactive payments for the increase in executives’ salaries.
Spending level is adjusted annually based on the reimbursement of the revolving fund. The repayment of the revolving fund for investments made in 2019–20 began in 2021–22 through a frozen allotment and is planned over five years. The frozen amount is $1.7 million in 2021–22, $1.5 million in 2022–23 and $0.4 million for 2023–24 and future years. These investments were part of an initiative to update technological equipment serving audiovisual production, as well as the relocation and modernization of the NFB’s digitization and conservation facilities.
It is also important to note that the NFB’s annual reference level has been reduced by $1.2 million for the repayment of funds advanced for the relocation of the head office in Montreal. This reduction, which began in 2020–2021, is planned for 12 years, for a total repayment amount of $14.4 million.
Table 10: Budgetary planning summary for core responsibilities and internal services (dollars)
The following table shows information on spending for each of the NFB’s core responsibilities and for its internal services for the upcoming three fiscal years.
The NFB revolving fund authority is available to finance working capital and capital acquisitions and is reimbursed periodically from the Main voted authorities.
| Core responsibilities and internal services | [2024-25] budgetary spending (as indicated in Main Estimates) | [2024-25] planned spending | [2025-26] planned spending | [2026-27] planned spending |
|---|---|---|---|---|
| Main voted authorities | ||||
| 1. Audiovisual Programming and Production | 37,207,556 | 37,079,225 | 35,478,420 | 35,606,751 |
| 2. Content Accessibility and Audience Engagement | 23,358,053 | 23,093,384 | 19,709,935 | 19,974,604 |
| Subtotal | 60,565,609 | 60,172,609 | 55,188,355 | 55,381,355 |
| Internal services | 11,388,473 | 11,388,473 | 11,173,755 | 11,173,755 |
| Total | 71,954,082 | 71,561,082 | 66,362,110 | 66,755,110 |
| Revolving fund authority | ||||
| 1. Audiovisual Programming and Production | 0 | 0 | 0 | 0 |
| 2. Content Accessibility and Audience Engagement | 0 | 0 | 0 | 0 |
| Subtotal | 0 | 0 | 0 | 0 |
| Internal services | 0 | 0 | 0 | 0 |
| Total | 0 | 0 | 0 | 0 |
| Total authorities | ||||
| 1. Audiovisual Programming and Production | 37,207,556 | 37,079,225 | 35,478,420 | 35,606,751 |
| 2. Content Accessibility and Audience Engagement | 23,358,053 | 23,093,384 | 19,709,935 | 19,974,604 |
| Subtotal | 60,565,609 | 60,172,609 | 55,188,355 | 55,381,355 |
| Internal services | 11,388,473 | 11,388,473 | 11,173,755 | 11,173,755 |
| Total | 71,954,082 | 71,561,082 | 66,362,110 | 66,755,110 |
The NFB estimates its budgetary spending, as indicated in Main estimates, at $72 million in 2024–25, subject to parliamentary approval. Budgetary spending in 2024–25 includes critical operations funding confirmed in Budget 2023 in the amount of $5.3 million.
Set at $71.6 million, planned spending from Main authorities in 2024–25 is lower than indicated in Main estimates, as it reflects a repayment of $0.4 million to the revolving fund, for investments made in 2019–20. Repayment is planned over five years and began in 2021–22. These investments were part of an initiative to update technological equipment serving audiovisual production, as well as the relocation and modernization of the NFB’s digitization and conservation facilities.
The NFB is currently undertaking the development of its next strategic plan. The need for drawdowns on the revolving fund to finance capital investments will be identified based on the outcome of the new plan.
It is important to note that the NFB’s annual reference level has been reduced by $1.2 million for the repayment of funds advanced for the relocation of the head office in Montreal. This reduction, which began in 2020–21, is planned for 12 years, for a total repayment amount of $14.4 million.
Funding
Figure 2: Departmental spending 2021–22 to 2026–27
The following graph presents planned spending (voted and statutory expenditures) over time.
Text description
Long Description for the graph “Departmental spending 2021–22 to 2026–27”
| Fiscal year | Total | Statutory | Voted |
|---|---|---|---|
| 2021-22 | 69,247 | 0 | 69,247 |
| 2022-23 | 72,441 | 0 | 72,441 |
| 2023-24 | 72,160 | 0 | 72,160 |
| 2024-25 | 71,561 | 0 | 71,561 |
| 2025-26 | 66,362 | 0 | 66,362 |
| 2026-27 | 66,755 | 0 | 66,755 |
Planned spending for 2024–25 includes funding of $5.3 million for critical operational needs. This same funding has been provided to the NFB for the past several years: $5.1 million in 2021–22 and $5.3 million in 2022–23 and 2023–24.
Planned spending in 2024–25 also includes a reduction of $0.4 million to reimburse the revolving fund for investments made in 2019–20. Repayment is planned over five years and began in 2021–22.
The NFB received $14.4 million to finance the relocation of its head office in Montreal, which took place during fall 2019 and winter 2020. The organization is repaying this $14.4 million through a $1.2 million reduction in its annual allocation over 12 years, starting in 2020–21.
Estimates by vote
Information on the NFB’s organizational appropriations is available in the 2024–25 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of the NFB’s operations for 2023–24 to 2024–25.
The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.
A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available on the NFB’s website.
Table 11: Future-oriented condensed statement of operations for the year ending March 31, 2025 (dollars)
| Financial information | [2023–24] forecast results | [2024–25] planned results | Difference ([2024–25] planned results minus [2023–24] forecast results) |
|---|---|---|---|
| Total expenses | 79,683,000 | 78,115,000 | (1,568,000) |
| Total revenues | 5,540,000 | 4,101,000 | (1,439,000) |
| Net cost of operations before government funding and transfers | 74,143,000 | 74,014,000 | (129,000) |
Planned operating expenses for 2024-25 are estimated at $78,115,000, which is less than the expenses forecasted for 2023–24 ($79,683,000). This reduction is due to several factors:
- a $1,439,000 decrease in planned revenues under partnership agreements;
- a reduction in the percentage of benefits;
- an increase in amortization expenses corresponding to the level of capital investments.
Operating expenses were therefore reduced by $129,000 between 2023–24 and 2024–25.
Human resources
Table 12: Actual human resources for core responsibilities and internal services
The following table shows a summary of human resources, in full-time equivalents (FTEs), for the NFB’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date.
| Core responsibilities and internal services | [2021–22] actual FTEs | [2022–23] actual FTEs | [2023–24] forecasted FTEs |
|---|---|---|---|
| 1. Audiovisual Programming and Production | 157 | 151 | 154 |
| 2. Content Accessibility and Audience Engagement | 155 | 159 | 159 |
| Subtotal | 312 | 310 | 313 |
| Internal services | 75 | 71 | 73 |
| Total | 387 | 381 | 386 |
The level of Human Resources remains fairly stable.
In 2022–23, the NFB put a new organizational structure in place in order to organize human resources so as to unify activities across disciplines, from the earliest development stages of productions through to their national and international distribution.
Table 13: Human resources planning summary for core responsibilities and internal services
The following table shows information on human resources, in full-time equivalents (FTEs), for each of the NFB’s core responsibilities and for its internal services planned for 2024–25 and future years.
| Core responsibilities and internal services | [2024–25] planned fulltime equivalents | [2025–26] planned fulltime equivalents | [2026–27] planned fulltime equivalents |
|---|---|---|---|
| 1. Audiovisual Programming and Production | 158 | 158 | 158 |
| 2. Content Accessibility and Audience Engagement | 159 | 159 | 159 |
| Subtotal | 317 | 317 | 317 |
| Internal services | 73 | 73 | 73 |
| Total | 390 | 390 | 390 |
The NFB is in the process of preparing its next strategic plan, continuing the optimization of its new structure in order to evolve with the modernization of the Canadian audiovisual landscape.
The NFB is also pursuing initiatives to streamline its internal processes and develop the business intelligence tools that it needs to be an agile, high-performing organization.
Corporate information
Organizational profile
Appropriate minister(s): The Honourable Pascale St-Onge, P.C., M.P., Minister of Canadian Heritage
Institutional head: Suzanne Guèvremont, Government Film Commissioner and Chairperson of the National Film Board
Ministerial portfolio: Canadian Heritage
Enabling instrument(s): National Film Act, R.S.C., c. N-8
Year of incorporation / commencement: 1939
Other: The NFB Board of Trustees is composed of eight members: the Government Film Commissioner, who acts as the Board’s chairperson, the Executive Director of Telefilm Canada (ex-officio member) and six other members appointed by the Governor in Council. With the exception of the Commissioner and Executive Director of Telefilm Canada, Board members serve three-year terms. The Board’s primary role is to define the NFB’s broad strategic directions and monitor its results. It approves its strategic plans and budgets, among other items.
Organizational contact information
Mailing address
National Film Board of Canada
1501 De Bleury Street
Montreal, QC
Canada H3A 0H3
Telephone: 1-800-267-7710
Email: reports@onf-nfb.qc.ca
Website(s):
www.nfb.ca
www.canada.ca/en/national-film-board.html
Social Media:
www.facebook.com/nfb.ca
www.twitter.com/thenfb/
vimeo.com/thenfb
www.youtube.com/user/nfb
www.instagram.com/onf_nfb/
Supplementary information tables
The following supplementary information tables are available on the NFB’s website:
Information on the NFB’s departmental sustainable development strategy can be found on the NFB’s website.
Federal tax expenditures
The NFB’s Departmental Plan does not include information on tax expenditures.
Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government wide tax expenditures each year in the Report on Federal Tax Expenditures.
This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.
Definitions
appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
A document that sets out a department’s priorities, programs, expected results and associated resource requirements, covering a three‑year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.
departmental result (résultat ministériel)
A change that a department seeks to influence. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
departmental result indicator (indicateur de résultat ministériel)
A factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.
full‑time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person‑year charge against a departmental budget. Full‑time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography, language, race, religion, and sexual orientation.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2024–25 Departmental Plan, government-wide priorities are the high-level themes outlining the government’s agenda in the 2021 Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation and fighting for a secure, just, and equitable world.
horizontal initiative (initiative horizontale)
An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
Indigenous business
As defined on the Indigenous Services Canada website in accordance with the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses annually.
non‑budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within a department and that focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
An inventory of a department’s programs that describes how resources are organized to carry out the department’s core responsibilities and achieve its planned results.
result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead, they are within the area of the organization’s influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The vote wording becomes the governing conditions under which these expenditures may be made.
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