CORPORATE PLAN SUMMARY 2019-2020 to 2023-2024
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CORPORATE PLAN SUMMARY 2019-2020 to 2023-2024 CBC/Radio-Canada Corporate Plan Summary - 2019-2020 to 2023-2024 1 TABLE OF CONTENTS SECTION 1: MESSAGE FROM THE PRESIDENT AND CEO ............................................................................................................3 SECTION 2: CBC/RADIO-CANADA’S COMMITMENT TO TRANSPARENCY AND ACCOUNTABILITY .........................................4 SECTION 3: WHO WE ARE AND OUR SERVICES ...........................................................................................................................5 SECTION 4: OUR STRATEGIC CONTEXT: THE ENVIRONMENT IN WHICH WE OPERATE ..........................................................7 SECTION 5: STRATEGIC INITIATIVES – STRATEGY 2020 .................................................................................................................9 SECTION 6: MEASURING OUR PERFORMANCE ......................................................................................................................... 22 SECTION 7: YOUR STORIES, TAKEN TO HEART .............................................................................................................................. 30 SECTION 8: FINANCIAL OUTLOOK ............................................................................................................................................. 35 APPENDIX A: FINANCIAL PROJECTIONS ..................................................................................................................................... 37 APPENDIX B: CAPITAL BUDGET .................................................................................................................................................. 38 APPENDIX C: RISK MANAGEMENT.............................................................................................................................................. 41 APPENDIX D: CBC/RADIO-CANADA’S MANDATE AND GOVERNANCE.................................................................................... 47 NOTE REGARDING FORWARD-LOOKING STATEMENTS The Corporate Plan Summary contains forward-looking statements regarding objectives, strategic initiatives, and expected financial and operational results. Forward-looking statements are typically identified by words such as “may,” “should,” “could,” “would” and “will,” as well as expressions such as “believe,” “expect,” “forecast,” “anticipate,” “intend,” “plan,” “estimate” and other similar expressions. Forward-looking statements are based on the following broad assumptions: CBC/Radio-Canada’s government funding remains consistent with amounts announced in the federal budget, and the broadcasting regulatory environment will not change significantly. Key risks and uncertainties are described in the Risk Management section in Appendix C. However, some risks and uncertainties are by definition difficult to predict and are beyond our control. They include, but are not limited to, economic, financial, advertising market, technical and regulatory conditions. These and other factors may cause actual results to differ substantially from the expectations stated or implied in forward-looking statements. NOTE REGARDING PERFORMANCE MEASUREMENT We rely on data from both internal tools and third parties to measure our performance metrics. While these data are based on what we believe to be reasonable calculations for the applicable periods of measurement, there are inherent challenges in collecting this information, particularly as the media industry undergoes a digital transformation. For example, Canadians now consume media content on multiple devices from an ever-growing array of content providers. As media consumption habits change, we are, together with audience measurement suppliers, refining methodologies and introducing new measurement technologies to ensure the accuracy and completeness of data gathered. As a result, changes in the way data are collected could result in certain information provided in future periods not being comparable with information disclosed in prior periods. Since some of these data are used to measure our strategic and operational indicators, we may be required to make adjustments to targets and historical results to enhance comparability of the data and follow industry best practices. 2 CBC/Radio-Canada Corporate Plan Summary - 2019-2020 to 2023-2024 MESSAGE FROM THE 1 PRESIDENT AND CEO Since joining CBC/Radio-Canada as President and CEO in July 2018, I’ve had the pleasure of engaging with employees, stakeholders, partners and Canadians across the country about what Canada’s national public broadcaster means to them, and what our role should be in the future. CBC/Radio-Canada is the place where Canadians share their interests, their voices and their perspectives; where they discover new things about their community and their country. But today, Canadians are flooded by a wave of content and information. We have, at our fingertips, some of the best programming the world has to offer. We live in a world of global news and entertainment; our job is to secure a place for Canada and Canadian stories on an international stage. In a digital world of limitless choices, we believe a strong public broadcaster is vital to supporting Canadian culture and democracy. In January, we made that case in our submission to the Government of Canada’s panel reviewing the Broadcasting, Telecommunications and Radiocommunication Acts. We are concerned about the health of the Canadian media ecosystem and its ability to meet the needs of all Canadians given the growing dominance of foreign digital companies that do not necessarily have Canadians’ interests as their priority. We are focused on three key themes: strengthening trust in news and democracy; building a lifelong relationship with all Canadians; and promoting and supporting Canadian culture and values at home and around the world. The launch of our new three-year corporate strategy, Your Stories, Taken to Heart, puts these themes into action and ensures that our audiences remain at the very heart of everything we do. As we mark the last Corporate Plan Summary focused on Strategy 2020, you will find many concrete examples of the great progress we have made in becoming more local, more ambitious in our Canadian programming and more digital. We are excited about the future. Canadians are embracing our new digital services, and younger Canadians are discovering their public broadcaster through our mobile services and podcasts. While there are significant challenges in the digital world, we believe there are tremendous opportunities for Canada to build a strong cultural system for Canadians. Catherine Tait President and CEO CBC/Radio-Canada Corporate Plan Summary - 2019-2020 to 2023-2024 3 CBC/RADIO-CANADA’S COMMITMENT TO 2 TRANSPARENCY AND ACCOUNTABILITY As Canada’s national public broadcaster, we take very seriously our obligation to be transparent and accountable to Canadians. To meet our responsibilities, we provide access on our corporate website to information about our activities and the way we manage our public resources. HR COMPLIANCE • Annual Review on Implementation of Section 41 of the Official Languages Act to Canadian Heritage CORPORATE REPORTS • Annual Review on Parts IV, V and VI of the • Corporate Plan and Corporate Plan Official Languages Act to Treasury Board of Summary Canada Secretariat • Annual Report • Annual Report on Employment Equity • Quarterly financial reports to Employment and Social Development • CBC Pension Annual Report Canada (ESDC) • Public Accounts of Canada RESPONSES TO ACCESS TO • Annual Report on Multiculturalism to INFORMATION AND PRIVACY Immigration, Refugees and Citizenship • Accountability Plan (ATIP) REQUESTS Canada • The Strategy 2020 Performance Report • The Mandate and Vision Perception Survey • Environmental performance reports • Reports on the implementation of the Access to Information Act and Privacy Act, POLICIES AND and on any disclosure of wrongdoings PRACTICES (under the Public Servants Disclosure Protection Act) • Journalistic Standards GOVERNMENT and Practices • Code of Conduct OMBUDS REPORTS APPEARANCES BEFORE Board must respond to Ombuds Reports and table PARLIAMENTARY PUBLIC responses with the CRTC COMMITTEES OAG CRTC OFFICE OF THE AUDITOR GENERAL PROACTIVE (OAG) DISCLOSURE • Annual OAG Attest Audit Proactive Disclosure web • OAG Special pages (including posting Examinations of travel and hospitality expenses of the Chair and Executives, as well as Board REPORTING TO THE CRTC meeting documents) ANNUAL • Periodic licence renewals PUBLIC • Annual reporting to the CRTC covering each of MEETING the Corporation’s licensed radio, television and discretionary services • Official Language Minority Communities (OLMCs) reports 4 CBC/Radio-Canada Corporate Plan Summary - 2019-2020 to 2023-2024 WHO WE ARE AND 3 OUR SERVICES WHO WE ARE OUR MISSION OUR VISION OUR VALUES We are Canada’s CBC/Radio-Canada Your Stories, Integrity national public celebrates Canadian Taken to Heart Creativity broadcaster and we culture and supports Relevance are guided by the democratic life Inclusiveness Broadcasting Act. through a wide range of content that informs, enlightens and entertains. As Canada’s national public broadcaster, we are inspired daily by our mission, vision and values to connect all Canadians and to showcase our stories, culture, and news to Canada and to the world. Our head office is based in Ottawa. Our two main networks are based in Toronto (English) and Montreal (French), with community-based