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Corporate Plan Summary 2007–2008 | 2011–2012 New Technologies

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Corporate Plan Summary 2007–2008 | 2011–2012 New Technologies WHAT’S NEXT? HOW WE’RE MEETING THE CHANGING NEEDS OF CANADIANS>> CORPORATE PLAN SUMMARYCORPORATE 2007–2008 | 2011–2012 NEW TECHNOLOGIES. NEW EXPECTATIONS. NEW OPPORTUNITIES. HERE THEY COME>> IN AN ERA OF CONSTANTLY ACCELERATING CHANGE, WHAT IS THE ROLE OF THE NATIONAL PUBLIC BROADCASTER? WE BELIEVE WE MUST NOT ONLY ADAPT TO CHANGE, BUT LEAD IT. WE’RE ACHIEVING THIS BY CONTINUALLY RENEWING OUR PROGRAMMING TO BETTER REFLECT AN INCREASINGLY DIVERSE SOCIETY. AND WE’RE MAKING THIS PROGRAMMING AVAILABLE TO MORE CANADIANS IN MORE WAYS THAN EVER BEFORE THROUGH TRADITIONAL TELEVISION AND RADIO, INTERNET, SATELLITE RADIO, PODCASTS, STREAMING VIDEO FOR CELL PHONES AND PDAS, AND MUCH MORE. TABLE OF CONTENTS President’s Message . 2 Executive Summary . 5 1. Operating Environment . 13 2. Corporate Planning and Strategy . 21 3. Financial Plan . 37 Appendices . 39 PRESIDENT AND CEO’S MESSAGE>> MAINTAINING OUR CENTRAL ROLE IN CANADIAN CULTURAL LIFE>> CBC | Radio-Canada is Canada’s deserve in the rapidly evolving most significant cultural broadcasting environment, the Corporation needs a new and institution. It is indispensable effective long-term contract in bringing citizens together and with Canadians. in communicating this country’s Change is coming in many forms values and stories to Canadians in Canadian broadcasting – new technologies, new services, new within Canada and around the financial models, new audience world. We unite Canadians by groupings, and new industry offering high-quality Canadian structures. Each of these types programming that reflects this of change must be faced squarely by the Corporation if it is to country and its regions on all continue to play its central role available platforms, wherever as Canada’s national public and whenever Canadians want it. broadcaster – enriching the democratic and cultural life of Canadians, and providing a forum Whether it is Television timely that the Standing for debate on Canada, today and (CBC News:The National, Committee on Canadian Heritage in the future. Le téléjournal, The Rick Mercer is investigating the role for a Indeed, no matter how Report, Tout le monde en parle), national public broadcaster in quickly and dramatically Radio (The Current, Sounds the 21st century. We believe that Canadian broadcasting changes, Like Canada, Christiane Charette, it would be appropriate that CBC|Radio-Canada must Désautels), Specialty Services CBC|Radio-Canada’s mandate continue to provide a public (The Passionate Eye and funding be reviewed and space where programming that is on CBC Newsworld, established on a regular ten-year fundamental to Canadians’ civic, Les grands reportages on RDI), cycle. CBC|Radio-Canada is cultural and social well-being can the Internet (CBC Radio 3, heartened that the Government find a home. No other broadcaster bandeapart.fm) or satellite radio, has confirmed additional funding in the Canadian broadcasting CBC|Radio-Canada broadcasts of $60 million for Canadian system fulfils this role. programming with a unique programming for the public Canadian perspective. broadcaster for each of the next Some of these broadcasting two fiscal years. While this changes are fundamental. For At the same time, the swift provides a measure of stability, in example, the transition from and dramatic changes in the order for CBC|Radio-Canada analogue to digital production broadcasting world suggest that a to move forward in a meaningful and transmission, as well as the review of CBC|Radio-Canada’s way, and to provide Canadians proliferation of new broadcasting mandate is appropriate, and with the programming they platforms and devices, mean that for this reason, it is particularly the Corporation must reassess the PAGE 2 | WHAT’S NEXT?>> CBC | RADIO-CANADA CORPORATE PLAN SUMMARY 2007–2008 | 2011–2012 PRESIDENT AND CEO’S MESSAGE>> ways in which it reaches out to fragmentation, mean that the would also further our new and serves Canadians. Less efficient financial models relied on in the multi-platform strategy, called methods of content creation and past are being severely challenged. myCBC, which will provide delivery – such as analogue In particular, the traditional Canadians with tailored CBC over-the-air television transmission advertising model for over-the-air News coverage – on Television, – must gradually give way to more television is under pressure and is Radio, the Internet, and digital cost-effective technologies. At the not sustainable in the mid- to platforms – in those cities same time, CBC|Radio-Canada long-term. Conventional where local stations are currently must make its content available on broadcasters still deliver over located. The enactment of this 80 per cent of all viewing to strategy will require additional It is time for original Canadian drama and permanent funding. comedy programs on English- All of these factors lead to language television, and in the case CBC | Radio-Canada to one conclusion. It is time for of the French-language market, CBC|Radio-Canada to develop develop a new contract the share of conventional a new contract with Canadians – broadcasters is over 90 per cent. with Canadians to ensure a contract that will ensure that New ways of funding must be the Corporation is on the right found, if this contribution by that it continues to provide track, providing high-quality, conventional broadcasters is to be public-value content over both high-quality, public-value maintained. traditional and new platforms, content, and that it has As well, new funding must be in the way that best serves adequate, stable, long- found for all of CBC|Radio- Canada and Canadians. And, Canada’s services if we are to be that contract will also ensure term funding to fulfil its able to serve Canadians that CBC|Radio-Canada has and provide them with the adequate, stable, long-term mandate. high-quality, engaging content funding so that it will be able they expect and deserve. For to fulfil its mandate in the most new platforms, as they arise, so example, currently, some eight effective and efficient manner. that Canadians can gain access to million French- and English- the Corporation’s programming speaking Canadians do not receive content when, where and a local CBC|Radio-Canada how they want it. With public Radio service. We have developed service as its central objective, a Radio Strategy that would create CBC|Radio-Canada must be 15 new French- and English- proactive and responsive. language stations and production The fundamental changes in the centres providing local coverage broadcasting industry, combined for 37 fast-growing communities with continuing audience ranging in size from 100,000 to ROBERT RABINOVITCH 1.5 million people. This strategy PRESIDENT AND CEO 3 PAGE 4 | WHAT’S NEXT?>> CBC | RADIO-CANADA CORPORATE PLAN SUMMARY 2007–2008 | 2011–2012 EXECUTIVE SUMMARY>> EXECUTIVE SUMMARY>> Established by an Act of Parliament as Canada’s national public broadcaster, CBC | Radio-Canada has a unique place in the Canadian broadcasting system. Our mandate is to inform, KEY ACTION PLANS FOR 2007–2008 enlighten and entertain Canadians ENGLISH-LANGUAGE SERVICES using the full range of broadcasting platforms available to us. We must > RADIO, TELEVISION AND NEW MEDIA provide Canadians with • continued integration of News, including enhanced local comprehensive programming that News coverage. encompasses News, information, entertainment, and sports in order > TELEVISION to meet all of their interests and CBC Television’s strategic plan is comprised of the following needs. And, these programs must key elements: reflect Canada in all of its diversity • enhance Drama and Entertainment programming by in order to show Canadians who producing more series with full-season runs and airing they are and what it means to be a more “factual” entertainment series; citizen of this country. • deliver more multi-platform content supported by CBC|Radio-Canada delivers its increased resources and infrastructure; develop business programming and services via at models for multi-platform content and distribution; least 20 different media platforms, from conventional Radio and • deliver more value to Canadians using an integrated Television, to video delivered over approach to the delivery of regional programming cell phones, and audio via satellite through Television, Radio and CBC.ca. radio. It is the only Canadian broadcaster delivering Radio, > RADIO Television, Internet, and satellite- CBC Radio has identified these key strategic objectives: based services, in both English and • expand program development across the CBC Radio 2 French plus eight Aboriginal schedule and to other platforms; languages, to all Canadians. The Corporation’s broadcasting reach • increase direct engagement with Canadians so that extends across Canada and around CBC Radio continues to be the authentic voice of the the world. community; Key action plans have been • develop new platforms, such as podcasting which the developed by each of our Corporation launched in 2005–2006, to deliver content Television, Radio and New Media when, where and how our audiences want it; lines to bring Canadians • strengthen the presence of CBC Radio One by expanding high-quality distinctive Canadian local service to the five million Canadians who lack it. programs in 2007–2008. All CBC|Radio-Canada’s services contribute in a major way to enriching the democratic and cultural life of Canadians. 5 EXECUTIVE SUMMARY>> KEY ACTION PLANS FOR 2007–2008 FRENCH-LANGUAGE SERVICES CBC | Radio-Canada’s French-language media lines – Television, Radio and New Media – have been given a common set of objectives to: > complete the integration of French Services; > assert Radio-Canada’s positioning as a public service; > maintain an optimal audience to our Television, Radio and New Media services; > expand Radio de Radio-Canada’s offering for Francophones in minority communities and in the regions – currently more than two million Canadians do not have access to a local service of Première Chaîne; > enhance the development of culture and expand its reach on all platforms; > strengthen Radio-Canada’s international presence; > expand the reach of the public service onto new platforms; and, > create an environment conducive to employee engagement.
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