National Film Board of Canada 2025-26 Departmental Plan

© 2025 National Film Board of Canada
Cat. No. NF1-4E-PDF
ISSN 2371-6479

• Description
• Quality of life impacts
• Indicators, results and targets
• Plans to achieve results
• Key risks
• Planned resources to achieve results
• Related government priorities
• Program inventory
• Summary of changes to reporting framework since last year

A core component of the NFB’s mandate is to produce audiovisual works from coast to coast to coast that reflect Canadian perspectives and values. This is achieved through an exceptional, bold and dynamic national programming slate that supports a diversity of artists and filmmakers. Regional units play a vital role in the NFB’s programming efforts by pushing creative boundaries, experimenting with innovative formats and delivering high-quality storytelling. In 2025–26, the NFB will continue to serve as a galvanizing force for Canada’s creative community, fostering a vibrant and innovative ecosystem.

Results we plan to achieve

• Harness the power of storytelling to cultivate unity through diversity;
• Strengthen the presence of production units across the country to ensure representation of diverse regional, cultural and linguistic perspectives; 
• Continue to support the Canadian independent film industry by improving access to our resources, expertise and research findings.

The NFB’s mandate is to interpret Canada to Canadians and to the world at large by producing elevated stories that shine on both the Canadian and the international stage. Looking ahead, the NFB aims to solidify its role in the cultural industry as a leading hub for creation and a space to explore ideas and formats that engage audiences. The NFB’s unyielding commitment to both creativity and innovation will continue to position us at the forefront of our rapidly evolving audiovisual sector, equipping collaborators and staff with the skills and resources they need to succeed. In 2025–26, the NFB plans to achieve this by providing training and development opportunities to support new exploration and experimentation. Additionally, through active participation in global industry events, panels, master classes and talks, the organization will position itself as a leader and a trusted source in the audiovisual sector.

Results we plan to achieve

• Expand the exploration of innovative narrative techniques and formats and share the results with the industry;
• Deepen narratives that reflect and speak to younger generations;
• Provide staff with stimulating collaborative spaces, state-of-the-art technological infrastructure and professional development opportunities.

The NFB is steadfast in its commitment to supporting and nurturing emerging talent and creative communities across Canada. Through initiatives like Hothouse and Alambic, which offer labs and mentorship programs guided by NFB producers and experienced filmmakers, the organization fosters fresh, innovative ideas and helps develop the next generation of Canadian creators. As part of its dedication to equitable representation, the NFB will maintain its commitments to gender parity and racial equity and our support for official-language minority productions. This includes ensuring equitable representation behind the camera, in key creative roles and in the stories produced. Furthermore, the NFB reaffirms its dedication to Indigenous cinema by creating space for authentic Indigenous voices to share their stories, guided by respect and inspired by recommendations outlined in On-Screen Protocols & Pathways production guide.

Results we plan to achieve

• Engage with emerging filmmakers through labs and mentorship programs;
• Maintain our commitment to parity, equity-seeking groups and official-language minority communities;
• Renew our commitment to Indigenous cinema and continue to provide a space for stories to be told by authentic Indigenous voices while respecting appropriate protocols.

As part of its Equity, Diversity and Inclusion (EDI) Plan, on April 1, 2023, the NFB implemented a confidential and non-mandatory self-declaration questionnaire for filmmakers and key creatives working on NFB projects. The purpose of the questionnaire is to respectfully and responsibly gather information that provides an evidence-based understanding of its programming and its progress towards EDI commitments.

The NFB was able to publicly report on its findings in 2024–25 after its first year of collecting data. The results signal significant improvement in supporting historically marginalized, underrepresented and misrepresented voices. The statistics compiled by the NFB will provide a benchmark to measure ongoing advancements in equitable programming in 2025–26 and beyond. The NFB will continue to apply the data to align initiatives with its EDI Plan and its Indigenous Action Plan, and to compile aggregated and anonymized data for statistical reporting.

The NFB is aware of the potential impact of a low response rate or incomplete questionnaires and is actively working towards increasing self-declaration questionnaire participation in the upcoming fiscal year. The NFB remains committed to continuing to track and transparently report on its progress, with the goal of building a stronger, more inclusive and sustainable industry for all.

In 2025–26, 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 and sharing social justice stories of national and global interest. The NFB contributes to promoting the UN’s Sustainable Development Goals (SDGs), in particular SDG16 (Peace, Justice and Strong Institutions), SDG 5 (Gender Equality) and SDG 13 (Climate Action), through the contents of its stories and the way in which those stories are produced.

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.

The NFB upholds its longstanding tradition of innovation, ensuring it remains positioned at the forefront of the rapidly evolving audiovisual sector. The mission of its newly established Innovation Lab is to tenaciously pioneer creative methods and technologies, to transform NFB storytelling and stimulate and grow audience engagement. By exploring cutting-edge tools and technologies, including artificial intelligence, the NFB seeks to unlock creative possibilities, increase efficiency and streamline workflow. The Innovation Lab’s practices consist of prototyping and validating hypotheses in an effort to enhance operations and ensure the NFB is agile and responsive to real-time needs.

In 2025–26, the Innovation Lab will contribute to Programming and Production’s priority to elevate and simplify the programming framework by providing access to analytical tools that support data-driven decision making. In particular, the Innovation Lab is poised to build organizing mechanisms for the vast amounts of programming information and metadata—an essential task, as the NFB’s catalogue now exceeds 14,000 titles and continues to grow. The NFB aims to contribute meaningfully to the success of Canada’s national creative industries by sharing its findings and insights more broadly.

The NFB must adapt to and distinguish itself in a media universe where foreign platforms predominate, audiences are scattered among various services and social media continue to grow. Today’s audiences control their own media experience. This is the context in which the NFB must expand and improve the accessibility and discoverability of its content. To do so, the NFB must continue to improve the audience experience both on the nfb.ca/onf.ca viewing platform and on NFB mobile and TV applications. The NFB will continue to develop partnerships and optimize its offerings on partner distribution platforms.

Results we plan to achieve

• Redefine the NFB’s digital offerings to promote its recent works and those in its collection; 
• Provide an optimal experience to Canadian and Indigenous audiences; 
• Optimize the NFB’s online presence and explore new distribution strategies;
• Develop partnerships that enable the NFB’s works to resonate with wider audiences—for example, by creating FAST channels (free, advertising-supported linear streaming television channels).

To reach audiences more effectively both in Canada and abroad, the NFB wants to further develop its online programming. In this context, over the coming year, the NFB will communicate a programming framework that showcases the diversity of Canadian and Indigenous stories. This new framework aims to program online films in accordance with a specified annual schedule and the films’ marketing profiles and themes. Thanks to adapted distribution strategies, the NFB will reach its target audiences.

Results we plan to achieve

• Communicate and implement a programming framework that showcases a wide variety of Canadian and Indigenous stories; 
• Update the tools that the NFB uses to manage its collection, so that the NFB can seize distribution opportunities more readily.

Better understanding the NFB’s audiences and strengthening the public’s engagement with the NFB will be its big priorities for the coming year. As stated in the NFB’s strategic plan, over the coming years the NFB will work to engage younger generations. To this end, the NFB will launch targeted marketing campaigns on digital platforms and distribute stories that will capture young people’s interest. The NFB will also continue its efforts to reach students throughout Canada with its educational offerings, by developing teaching materials tailored to the consumption habits of the new generations and the new teaching environment.

Results we plan to achieve

• Explore and develop tools for measuring and managing the NFB’s audiences in order to inform and influence its future strategies; 
• Develop sustainable long-term strategies for engaging younger, more diverse audiences; 
• Produce innovative and relevant audiovisual materials suitable for use in the classroom. 

To protect Canada’s audiovisual heritage and pass it on to the next generations of Canadians, the NFB will continue to digitize the contents of its current and legacy collections. Over the coming year, the NFB will conduct the evaluations necessary to extend the imperatives of longevity, restoration and accessibility to all of the heritage documentary assets related to its audiovisual collection. In the spirit of preservation for future generations, the NFB will share its expertise in collaborative initiatives to preserve accounts and stories that have heritage value.

Results we plan to achieve

• Continue to preserve and digitize its rich heritage collection; 
• Draw on stories from the past and archives to create new educational content; 
• Lay the groundwork for preserving valuable physical materials related to the NFB’s works, such as photos, sound recordings and documents;
• Continue the NFB’s partnerships to preserve accounts and stories that have heritage value. 

In 2025–26, the NFB will continue distributing works that reflect the diverse realities of Canadians, including members of underrepresented groups such as the 2SLGBTQI+ community, racialized groups and Indigenous communities, as well as people with disabilities. The NFB strives to expand and improve the accessibility and discoverability of its content, which will help the NFB to enhance the visibility of works from diverse creators and allow more Canadians to discover the life experiences of their fellow citizens from all parts of the country.

In 2025–26, the NFB will continue to advance Sustainable Development Goal 4, Quality Education, by providing teachers and students with teaching materials and content that are innovative, engaging and suited to the new realities of the education environment. The NFB will also continue to contribute to Sustainable Development Goal 14, Life Under Water, through its educational project Ocean School.

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.

The NFB upholds its longstanding tradition of innovation, ensuring it remains positioned at the forefront of the rapidly evolving audiovisual sector. The mission of its newly established Innovation Lab is to tenaciously pioneer creative methods and technologies, to transform NFB storytelling and stimulate and grow audience engagement. By exploring cutting-edge tools and technologies, including artificial intelligence, the NFB seeks to unlock creative possibilities, increase efficiency and streamline workflow. The Innovation Lab’s practices consist of prototyping and validating hypotheses in an effort to enhance operations and ensure the NFB is agile and responsive to real-time needs.

In 2025–26, the NFB Innovation Lab will support the Distribution team on the following projects:

• Exploring various automated tools for managing the presence of NFB works on various online platforms, to be able to administer a complex distribution ecosystem more effectively on several platforms at once;
• Aggregating the data on views of NFB works recorded by various partners and services throughout the world, despite the various methods used to collect these data and the variety of definitions used.

The National Film Board’s planned spending for 2025–26 is divided among its core responsibilities and internal services. Audiovisual Programming and Production account for $37.9 million (52% of total spending), Content Accessibility and Audience Engagement for $22.9 million (31%) and internal services for $12.4 million (17%).

The spending level of $82.3 million for 2024–25 is higher than in previous years because it includes salary indexation and retroactive payments following the signing of collective agreements. The NFB revolving fund authority is available to finance working capital and capital acquisitions and is reimbursed periodically from the Main voted authorities.

The planned spending in 2024–25 comprises $5.3 million in funding for critical operational requirements. The NFB has been granted such funding for the past four fiscal years: $5.1 million in 2021–22 and $5.3 million in 2022–23, in 2023–24 and in 2024–25.

Spending levels increased in 2024–25, mainly because of salary indexation and retroactive payments following the signing of collective agreements. The salary indexation and retroactive payments for the increase in executives’ salaries were included in 2022–23.

The spending level is adjusted annually based on the reimbursement of the NFB’s revolving fund. The repayment of the revolving fund for investments made in 2019–20 will be completed in 2024–25. The amount has been provided through a frozen allotment over four years: $1.7 million in 2021–22, $1.5 million in 2022–23 and $0.6 million in 2023–24 and in 2024–25. These investments were made as part of an initiative to update technological equipment used in audiovisual production, as well as to relocate and modernize 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 2020–21, is planned for a period of 12 years ending in 2031–32, for a total repayment amount of $14.4 million.

The NFB revolving fund authority is available to finance working capital and capital acquisitions and is reimbursed periodically from the Main voted authorities.

The NFB estimates its budgetary spending, as indicated in the Main estimates, at $73.3 million in 2025–26, subject to parliamentary approval.

The need for drawdowns from the revolving fund to finance investments will be identified based on needs.

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 2020–21, is planned for a period of 12 years ending in 2031–32, for a total repayment amount of $14.4 million.

Planned spending for 2024–25 includes funding of $5.3 million for critical operational requirements. This same funding has been provided to the NFB for the past several years: $5.3 million in 2022–23, in 2023–24 and in 2024–25.

Spending levels increased in 2024–25, mainly because of salary indexation and retroactive payments following the signing of collective agreements. The salary indexation and retroactive payments for the increase in executives’ salaries were included in 2022–23.

Over the preceding fiscal years, the NFB has received $14.4 million to fund the relocation of its head office in Montreal. The NFB’s annual reference level was reduced by $1.2 million for 12 years, from 2020–21 to 2031–2032, to repay this funding. 

Planned operating expenses in 2025–2026 are estimated at $77,029,000 and are lower than expenses forecast for 2024–2025 ($81,131,000). This reduction is driven mainly by $5,298,000 in funding for critical operating requirements that was received in 2024–2025. The results forecast for 2025–2026 include increases for indexing of salaries and the rate of benefits.

The level of human resources was reduced in 2024–25.

The NFB has begun to modernize its organization by streamlining its internal processes and developing the business-intelligence tools that it needs to be agile and high performing.

The funds freed up by streamlining work structures will be reinvested in production projects and programming, which are at the heart of the NFB’s mandate.

The NFB will continue to optimize its new structure so that it can evolve with the modernization of the Canadian audiovisual landscape.

Appropriate minister(s): The Honourable Steven Guilbeault, P.C., M.P., Minister of Canadian Identity and Culture and Minister responsible for Official Languages

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.

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
x.com/thenfb
vimeo.com/thenfb
www.youtube.com/user/nfb
www.instagram.com/onf_nfb/

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, departments 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 report on the plans and expected performance of an appropriated department over a 3year period. Departmental Plans are usually tabled in Parliament each spring.

departmental result (résultat ministériel)

A consequence or outcome that a department seeks to achieve. 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 quantitative measure of progress on a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

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. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

Is 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 (including rurality), language, race, religion, and sexual orientation.

Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.

government priorities (priorités gouvernementales)

For the purpose of the 2025-26 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the most recent Speech from the Throne.  

horizontal initiative (initiative horizontale)

An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.

Indigenous business (entreprise autochtones)

For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory. 

non‑budgetary expenditures (dépenses non budgétaires)

Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government's financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.

performance (rendement)

What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an department, program, policy or initiative respecting expected results.

plan (plan)

The articulation of strategic choices, which provides information on how a department 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 to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in 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 the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

result (résultat)

A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’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 a department, 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.