Summative Evaluation of the TV5 Program

Corporate Review Branch
Evaluation Services Directorate

July 2007

Summary

• 1. Introduction
  
  • 1.1. Evaluation objectives
  • 1.2. Background
  • 1.3. Evaluation issues and questions
    
    
• 2. Profile of the TV5 Program
  • 2.1 History of TV5
  • 2.2 TV5’s programming
  • 2.3 Canadian funding for TV5
  • 2.4 Objectives of Canada’s participation in TV5
    
    
• 3 Methodological Framework
  • 3.1 Evaluation schedule and strategy
  • 3.2 Description of lines of investigation
  • 3.3 Limits of the methodology
    
    
• 4 Main Findings
  • 4.1 Relevance of the TV5 Program
    • 4.1.1 Relevance of the Program in relation to the Government of Canada’s priorities and to PCH’s strategic objectives
    • 4.1.2 Contribution of the Program to the goal of increasing Canada’s influence in the world
    • 4.1.3 Contribution of the Program to the objective of enabling Canadians to enjoy a variety of cultural experiences and share them with each other and the world
    • 4.1.4 Relevance of federal participation in TV5 in the current audiovisual context
      
      
  • 4.2 Success and impact
    • 4.2.1 Contribution to Canada’s international presence
    • 4.2.2 Contribution to the international Francophonie’s presence in Canada and the world
    • 4.2.3 Contribution to the creation and production of Canadian audiovisual products
      • 4.2.3.1 Funding for special projects
      • 4.2.3.2 Spin-offs for producers
      • 4.2.3.3 Future prospects
      • 4.2.3.4 Opportunities offered by TV5-M via the export budget
      • 4.2.3.5 Contribution to job creation in the television production sector
        
        
    • 4.2.4 Contribution to Canadians’ access to a window on the Francophonie’s cultural diversity
      • 4.2.4.1 Range and audience
      • 4.2.4.2 Medium for discovering the Francophonie
      • 4.2.4.3 Future place of Canadian content on TV5 QC
      • 4.2.4.4 Market development
      • 4.2.4.5 Visibility of government funding
        
        
  • 4.3 Cost-effectiveness / alternatives
    • 4.3.1 Efficiency of the TV5 Program
    • 4.3.2 Effectiveness of strategies and methods used
      • 4.3.2.1 A constantly changing television environment
      • 4.3.2.2 Diversification of funding sources
        
        
    • 4.3.3 TV5’s governance and management structure
      • 4.3.3.1 Features of the governance structure
      • 4.3.3.2 Quality of the governance structure
      • 4.3.3.3 Canada’s representation in the governance structure
      • 4.3.3.4 Quality of the management model
        
        
• 5 General conclusion
  
  
• 6 Challenges and Risks
  
  
• 7 Recommendations and Management Responses

Appendix A — TV5’s Governance Structure.
Appendix B — Program Logic Model
Appendix C — Evaluation Matrix
Appendix D — List of Documents Examined.
Appendix E — List of Key Informants
Appendix F — Audience Ratings and Statistics
Appendix G — Survey Findings

LIST OF ACRONYMS

Explanation of Key Terms:

TV5 network: the TV5 television product, including the TV5 Québec Canada and TV5 Monde channels
TV5 signal: the broadcast of the TV5 television product
TV5 project: the international audiovisual partnership behind the creation of TV5 QC and TV5-M
TV5 Program: the grants and contributions program, managed by the Department of Canadian Heritage, which is the subject of this report

The acronym “TV5 QC” refers to the Canadian corporation that broadcasts the TV5 network’s programming exclusively within Canada. The acronym “TV5-M” refers to the French corporation that broadcasts the TV5 network’s programming in other regions of the world.