• sup01Review of the Year
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Executive message

Like a BAFTA mask in the making, the Academy has endured a fair degree of heat this year... and emerged in better shape at the end of it.

Prince William's enthusiastic acceptance of the BAFTA Presidency in February was a great endorsement of our charitable role. His Royal Highness became our fifth President, succeeding Lord Attenborough, who has been tireless in his support of the Academy since becoming a member in 1959 and to whom we owe a great deal of thanks.

The presentation of the Fellowship to Shigero Miyamoto, signaling the arrival of BAFTA's Video Games Awards as the premier global Video Games Awards ceremony was another highlight in our year.

Our theme for 2009/10 has been a year of Reviews. We've looked at our buildings, Awards, our branch network and publishing: each throwing up strategies which will shape our future as a strong, vibrant Academy and UK charity.

Most importantly, however, we have delivered all our charitable promises

and exceeded many, despite the tough economic climate. The number of BAFTA learning events around the UK has risen substantially, and the increase in traffic on bafta.org is proof that more people than ever are sharing what we have to offer.

Our members have been fundamental in helping us bring opportunities to young people and career starters, in particular. And, although it may be less visible than the Awards ceremonies, it is perhaps this work which will inspire most to reach out for the BAFTA mask in future generations.

david_parfitt

David Parfitt
Chairman

amanda_berry

Amanda Berry
Chief Executive

kevin_price

Kevin Price
Chief Operating Officer

BAFTA: The leading independent charity, supporting, promoting and developing the art forms of the moving image.

Download Annual Report and Accounts 2009

Image – The mould of the iconic BAFTA mask. (BAFTA / Mark Hoberman)

Inside View —
Amanda Berry,
BAFTA Chief Executive

We want to continue to develop and grow as an Academy, improving our international reach and bringing our charitable activities to a larger audience

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A Year of Reviews

Planning for the future
BAFTA is a byword for excellence. This has not come about by accident but through years of dedication from Academy staff and members in making our Awards and events the very best of their kind.

Nearly everything we do already meets the high standards we set ourselves. But as our activities and influence broaden and the BAFTA brand gains stature around the world, we constantly aim to improve what we do and how we do it.

Over the past 12 months we have conducted four fundamental reviews across our organisation. These follow the strategic review of five years ago, which yielded a fresh mission for the Academy and a renewed commitment to our charitable causes.

We have been focusing on three areas of great importance for BAFTA: our branches, representing BAFTA in Scotland, Wales and the US; our Awards, through which we recognise and reward excellence; and our building, 195 Piccadilly, which has been our home and the centre of our activity for more than 30 years.

Image – (BAFTA/ Jamie Simonds)

Inside View —
Christina Thomas, Chief Executive BAFTA in New York

We have produced more events this year, several in association with other organisations in our field. Applications are up and the rewards of membership are truly appreciated.

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A Year of Reviews

The Branches Review
Over the past 25 years, BAFTA Scotland, BAFTA Cymru, BAFTA East Coast and BAFTA/LA have advanced the Academy's name and influence far beyond what has been possible from a single base in London. Each franchise has taken root and grown independently, through its own blend of events, membership activities and Awards.

What our latest review has revealed is a need for clarity and consistency in the Academy's relationship with its branches. Most importantly, in order for our charitable activities to have maximum impact, BAFTA should mean the same thing everywhere. If we convey the same values and standards wherever our name appears, we can strengthen our membership and standing, and take our charitable remit to a global audience.

Our programme to unify the Academy will help create a larger and more joined-up network of BAFTA members. We will have opportunities to stage more international events and learning initiatives, and to build stronger links between our three industries. The opportunities for global sponsorship and fundraising will increase, too, with extra benefits for our members.

Image – Actor Anthony Mackie joins the line for the New York screening of The Hurt Locker. (BAFTA East Coast / Katie Taylor)

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A Year of Reviews

The Awards Review: Defining, refining
A natural outcome of identifying the need for consistency and clarity across BAFTA has been to look at how we reward excellence. Our branches in LA, Scotland and Wales have each operated their own successful Awards for a number of years. A full-scale review offered the chance to assess best practice and refine where necessary.

Working with our review partners Deloitte, we examined every aspect of our Awards systems, from the logistics of the entry and judging processes through category definitions and special awards to audiences and ceremonies, seeking out opportunities for improvements and flagging up issues we may need to be aware of in the long term.

As expected, no glaring deficiencies were uncovered. However, the review revealed a need to keep closer track of developments in communication technology and the consumption of media. In response, a new Technology Committee will monitor how these factors impact our Awards. We will also develop an Awards 'bible' that captures best practice in all our Awards processes.

The review also highlighted the need to establish unique qualifying criteria for the BAFTA Scotland and BAFTA Cymru Awards in order to clarify their role and place alongside the Film, Television and Video Games Awards.

The review process is ongoing so that our Awards maintain the standards our industries deserve.

Image – (BAFTA / Mark Hoberman)

Inside View —
Kevin Price, Chief
Operating Officer

195 Piccadilly is at the heart of the Academy and its security as our long term home, or an alternative with comparable prestige and facilities, will be a priority.

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A Year of Reviews

The Buildings Review: A moving matter?
195 Piccadilly is our home. We have been here for more than 30 years, a period that has seen the Academy develop and grow beyond recognition. The building is an intrinsic part of what we do: our main London venue for members', partners' and corporate events, and a vital generator of income that we can plough back into our charitable Learning & Events programme.

But 195 isn't ours, and in 13 years our lease on the property expires. Ideally, 195 would remain our home. But that may not be an option, and now is a good time to begin thinking seriously about all likely scenarios, and how we prepare for a possible move.

The Buildings Review has been looking at issues such as the pressure to redevelop property in the Piccadilly area, and the possible consequences for our section of this famous thoroughfare. Finding a new home to meet our needs would be a challenge and take time; how should we proceed? Could we lease another space? Could we, should we share space with another, like-minded institution?

Other issues include funding: how do we meet the costs of a move, which could run into millions of pounds? Whatever the outcome, we need to start raising a major capital sum to cover the costs, when they come. Nothing can be allowed to interrupt the work we do throughout the year in inspiring and rewarding excellence – even a move from 195.

Image – The busy members bar at 195 Piccadilly. (BAFTA / Ed Miller)

Inside View —
Helen Kirwan,
Head of Facilities

195 Piccadilly continues to be a uniquely exciting venue in the heart of the Capital, offering exceptional facilities, fantastic catering and first-class service.

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195 Piccadilly

The place to be
195 Piccadilly continues to offer our members a convenient and stylish meeting place in the capital. It is also our principal London venue for screenings and other events. On most days, the bar and restaurant are buzzing with the conversation of members and their guests.

But 195 is more than a home or a West End base. In a successful partnership with the Capital Group, we have developed one of London's most in-demand corporate venues. Our facilities there generate the revenue we need to do our charitable work. And it all supports our core activity, of inspiring people to bring their talents to our industries for the future benefit of our audiences.

It is important to continue to improve those facilities to meet the demands of our customers. In the last 12 months, we have carried out a facelift of the entrance at 195. We have refurbished the staircase, and upgraded the world class projector in the Princess Anne Theatre to allow the screening of films in 3D – something we are frequently asked for.

We will carry on working hard to make 195 a green as well as a pleasant place. In October 2009, we signed up to The Guardian's 10:10 campaign, whose signatories are aiming to reduce their carbon emissions by 10% by the end of 2010. Our efforts to minimise 195's carbon footprint will build on the progress we have made across the organisation in recycling and waste reduction.

Image – Entrance to BAFTA's Head Quarters at 195 Piccadilly. (BAFTA / Jamie Simonds)

Key performance

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Above and beyond
We didn't just do what we said we would in 2009; we went way beyond it on many measures of our performance, particularly in our core, rapidly expanding Learning & Events programme.

Our target number of events for 2009 was 150; we actually staged 218 events, 31% more than in 2008. There were big rises in the number of BAFTA events for career starters and in the area of video games. We also achieved a large increase – more than double our target – in the number of partner institutions that we worked with on those events. And we beat, by a large margin, our ambitious target for unique visitors to our website.

As the figures show, our commitment to the Academy’s mission is stronger than ever. We are reaching more people in more places, with a greater diversity of events and media. And we’re planning more of the same for 2010.

Number of events staged


2007 2008 2009 target 2009 actual 2010 target
113 166 150 218 200

Our objectives

  • To re-state our commitment to career starters
  • To strengthen our events programme outside London
  • To increase our number of Video Games events

What we achieved

  • We staged 95 events for career starters
  • Our number of events increased by 31%
  • Nearly half (44%) of our events took place outside London
  • We more than tripled the number of Video Games events, from 8 to 26
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44percent

of our events took place outside of London

31percent

increase in the number of events


Key performance

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Number people reached through our events


2007 2008 2009
target		 2009
actual		 2010
target
21,575 27,417 30,000 31,800 33,000

Our objectives

  • To widen the reach of our programme
  • To continue to develop the audience of career starters
  • To increase the number of people accessing BAFTA's events online

What we achieved

  • Our overall audience increased by 6%
  • Our average attendance was up nearly 10% to 87%
  • Between bafta.org and our YouTube channels, we reached a global audience of nearly 1.8million who viewed our event webcasts.

Number of screenings held


2007 2008 2009 target 2009 actual 2010 target
355 332 325 257 275

Our objectives

  • To increase our attendance figures
  • To maintain the balance of genres within our film screenings programme, particularly foreign language films.

What we achieved

  • Average attendance increased from 33.4% to 50.4% due to better marketing and closer monitoring and evaluation.
  • Some films were only screened once to improve attendance, reflected in an overall increase of 17%. Despite fewer screenings, there was only a small drop in the number of films screened (from 183 to 165).
  • We maintained the percentage of foreign films screened at 25%

Number of institutions


2007 2008 2009 target 2009 actual 2010 target
24 66 50 106 100

Our objectives

  • To establish new partnerships with venues both in and outside London
  • To work strategically with partners to increase audiences, particularly of career starters
  • To increase income through working closely with strategic partners

What we achieved

  • We saw an increase in the number of partners, more than double the target
  • We achieved 14,000 newsletter sign-ups through targeting partners

Key performance

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Number of unique visitors to the BAFTA website


2007 2008 2009
target		 2009
actual		 2010
target
516,539 695,537 1,000,000 1,090,298 1,500,000

Our objectives

  • To raise further awareness of our activities
  • To target key audiences with specific content as part of our growing educational remit
  • To add value to the BAFTA membership
  • To create new online revenue streams for the charity

What we achieved

  • We raised awareness of BAFTA and its activities through a 35% increase in unique visitors to bafta.org
  • We targeted career starters with the launch of the Access All Areas sub-brand
  • We reached young audiences through the BAFTA Kids Vote – over 425,000 votes were cast
  • We offered greater value to the membership through the provision of new information and services to members online
  • Our webcast views totalled nearly 1.8million across our online platforms.
  • We brought greater value to our partners through online promotion and content sharing
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35percent

increase in unique visitors to bafta.org

425k

votes cast for the BAFTA Kids Vote

Key performance

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Number of young people reached through our competitions and initiatives

2007 2008 2009 target 2009 actual 2010 target
unknown 179,670 Not set 426,320 500,000

Our objectives

  • To improve the range and reach of activities for young people
  • To enable more young people to access industry expertise through working with strategic partners

What we achieved

  • The young people audience increased by 137%
  • We continued partnerships with CBBC and BBC Learning, and forged new ones with Channel 4, Film Education, DePict and BBC Blast

Number of BAFTA publications



2007 2008 2009 target 2009 actual 2010 target
21 18 18 16 10

Our objectives

  • To oversee introduction of in-house production on smaller publications
  • To support our Awards and L&E activity with original, well-written and insightful material
  • To support other BAFTA activity (e.g. Fundraising) as necessary

What we achieved

  • Our first in-house productions of the David Lean Lecture brochure and the Douglas Slocombe tribute brochure for L&E
  • Our first in-house production of the Children's Awards brochure
  • Introduction of five separate covers for the Film Awards brochure, creating a collectable 'set'

Total viewers reached by all BAFTA television broadcasts


2007 2008 2009 target 2009 actual 2010 target
12.69m 8.8m 8.5m 9.9m 9m

Our objectives

  • To deliver two Awards broadcasts, taking greater creative control of each

What we achieved

  • We delivered two first-class Awards broadcasts for our Film and Television Awards, and grew our audience to 9.9million viewers in the UK

Total income from the BAFTA Group



2007 2008 2009 target 2009 actual 2010 target
£8314k £8651k £9000k £9237k £9000k

Total income expenditure

2007 2008 2009 target 2009 actual 2010 target
£4214k £4503k £4500k £4571k £4500k