The document discusses the challenges facing the CBC/Radio-Canada public broadcaster in Canada. It notes that government funding to the CBC has been cut by $115 million over three years and $300 million less than 20 years ago, adjusted for inflation. This has forced the CBC to rely more on advertising revenue and cut popular sports programming like Hockey Night in Canada. The document considers various suggestions for the CBC's future, such as increasing public funding, complete privatization, or closing down, but concludes that the CBC's best path forward is to continue adapting to the digital environment while focusing on serving Canadians and Canadian culture.

1. Presented by
Erich Engert
and
Stephanie Hurtubise

2. “As of today, CBC and Radio Canada is out of the
business of competing with the private
[broadcasters] for professional sports.”
- Hubert Lacroix
CBC/Radio-Canada CEO

3.  Four national radio services
 Two cable news services
 Northern Service broadcasting
 Radio – Canada International broadcasting
 CBC.ca and Radio – Canada.ca
 Etc…

4.  CBCTelevision and CBC Radio – Canada
 Inform, entertain, educate
 Maintain a unique cultural identity
 Part public and part commercial
 50/50, taxation/advertising

5.  Radio – Canada more popular
 Even after ‘50s slump
 CBC Radio a broadcast journalism standard-
setter
 CBC Radio threatened by CBCTV, not private
broadcasting

6.  $200 million financial pressures
 $115 million less from2012 - 2015
 $300 million less from federal government
compared to 20 years ago
 Decreased funding, more decreased funding,
and no more Hockey Night
 $130-million shortfall solution
 Relying on ads
 $30 for Canadian citizens but 122$ for British

7.  Mandate vs. resources
 Mandate is coverage and content
 Competition ruins the audience share
 Stop with the “something for everyone”
 Budget cuts leads to commercial dependence
 1984, 1990, 1995
 Government doesn’t care
 Fiddling with cost-saving changes angers
audience

8.  Ratings and Commercial Policy
 Program success means significant audience
numbers
 Ratings are a private broadcaster thing
 CBCTelevision in need of renewal
 Three transmitting options instead of one.
▪ Internet, hand-held devices, andTV with 500 channels
 New audience strategy necessary

9.  Complete privatization
 Increased public funding
 Die

10. Popular suggestions:
 Satisfy and resolve the needs of Canadians and
their Canadian identity
 Evolve within the digital sphere
 Ensure financial purpose and reasoning
How plausible are these?

11.  “2015: Everyone. Everywhere” (p.2)
 Be recognized by Canadians as the leader in
culture and democracy
 Tailor broadcasting to Canadians’ wants and
needs
 Share stories showcasing Canadian marvels,
values, and connecting ties
 Increase regional presence and community spaces

12.  Reasoning:
 Historical role and reputation
 “The Canadian Broadcasting Corporation should
be reflecting Canadians to Canadians.” – Maddren
 Issue:
 Lack of connectivity
 Solution:
 Increase and emphasize Canadian stories

13.  All-encompassing sector
 Migration trend from public service
broadcasting to Internet
 Adaptation:
crucial for CBC’s future
 Suggestion already taken
into account

14.  “2015: Same Strategy, Different Path”:
 Federal budget reduction of $115 million
 Common proposition:
 Elimination of all advertising
 Substantial increase of donations
and subscriptions
▪ *This will destroy CBC!

15.  “A news service constantly calling out for
donations is at the mercy of all manner of
forces that simply don’t like what is being
reported.” - Doyle
 Elimination = reduction of $533 million

16. http://www.cbc.radio-canada.ca/site/annual-reports/2012-2013/pdf/complete-report-2012-2013.pdf

17.  May work in the future – but not presently
 CBC has financial plan
 Reduce costs
 Increase revenue

18.  Too late to get rid of ads
 Tell me about the Canadian
 Less U.S.A shows in Canada broadcaster
 Need filler?
 Tell me about the world

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