Telefilm provides roadmap from now to 2011

Telefilm Canada recently released its corporate plan covering the 2006-2007 funding year to the 2010-2011 funding year. In the plan, From Cinemas to Cell Phones: Telefilm Canada Reponds to the Multiplatform Challenge, the funding agency outlines some of the changes surrounding the Canadian Television Fund’s administration – a role Telefilm formally assumed last month – as well as measures taken to improve accountability. The plan, which is excerpted below, also refers to the appointment of a feature film executive to make investment decisions – see page 6 for that story. In June 2005, the federal government announced the creation of a "one board, one administration" structure for the governance of the Canadian Television Fund. In recognition of Telefilm’s record, a new arrangement was announced for the delivery of television programs. Telefilm will provide administrative services on behalf of the Canadian Television Fund Corporation, representing the most important fund in the television sector. The new relationship clarifies the roles and responsibilities of both organizations, streamlines the administrative process, establishes service standards and generates savings. Under the new arrangement, the CTF retains governance of the Fund and is responsible for developing the policies, while Telefilm administers the program. This new arrangement has been fully operational since April 1st, 2006. Telefilm completed an administrative redesign resulting in streamlined business processes and new business support tools. The Auditor General’s November 2005 report expresses concern that in this relationship, the CTF is the only body accountable for the implementation of the CTF program, while Telefilm is simply an executing agency for the CTF. Canadian Heritage responded to this recommendation by stating it will make proposals to improve the governance of the CTF as a public-private partnership in which Telefilm’s role will be clarified. The service agreement with the CTF Cor-poration is for a three-year renewable term… Results-based management is now embedded in the culture of the organization. Roles and responsibilities have been redefined, and accountability for Telefilm’s corporate objectives is constantly being improved. For English-language feature film producers, Telefilm will ensure that when projects are ready to proceed they will receive transparent and accountable decision-making at Telefilm. A feature film executive will be responsible for decision-making for major investments. Deadlines will be removed. Telefilm continues to develop a comprehensive performance measurement framework, which includes annual targets for a set of performance indicators. The suite of surveys to measure client satisfaction and the economic impacts of Telefilm’s funded programs is also growing. This plan includes a series of goals and targets and, as part of our activities, we will monitor and measure the impact of our work, the better to use public dollars wisely. To support management accountability, Telefilm provides regular performance reports to its managers and staff. We’ve made significant progress in developing "dashboards" that measure our progress towards increased audience market share. Our feature film dashboard is updated weekly and annual industry analyses are now prepared for feature film and television. A pilot program for tracking online audiences for Canadian Websites has now developed into a new dashboard initiative. Quarterly market share analyses will begin in the coming fiscal year. Telefilm will continue to provide research and statistical analysis on audiences, expanding its efforts to include all genres broadcast in primetime, as well as calculations of market share. Telefilm has also been developing a standardized survey methodology to measure the performance of major domestic and international festivals and markets. Telefilm and its provincial funding partners represented on the International Initiatives Advisory Committee have developed a standardized online survey tool to assess the financial impact on Canadian companies of participation in major festivals and markets. This will help ensure our funding dollars are targeted to the events that provide the greatest return on investment to Canadian companies. The first of these surveys was launched in winter 2006. Telefilm will develop survey tools to collect data on the satisfaction level of participants in Telefilm-supported training programs, and the impact of this participation on careers. Finally, Telefilm needs legislation that reflects the full range of its responsibilities, as well as improved governance arrangements. For example, good governance requires a strengthened board composed of nine to 11 members possessing significant expertise in their area of responsibility, so that the Board can competently and efficiently discharge its duties regarding auditing, human resource management, and ethics and accountability. Telefilm agrees with the recommendation of the recent Standing Committee on Canadian Heritage Report that the Telefilm Canada Act be amended to remove the restriction on the appointment of board members with a financial interest in the audiovisual industry, so it can more effectively implement its corporate plan.

Telefilm provides roadmap from now to 2011

News | 05/05/2006 4:00 am EDT

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