ARCHIVED - Canadian Radio-television and Telecommunications Commission - Report

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Section II - Analysis of Program Activities by Strategic Outcome

Program Activity by Strategic Outcome

Program Activity 1.1: Canadian Broadcasting

Financial Resources ($ millions)

2012-13	2013-14	2014-15
17.5	17.5	17.5

Human Resources (FTEs)

2012-13	2013-14	2014-15
133	133	133

Program Activity Expected Results	Performance Indicators	Targets
Canadians have access to a broadcasting system that offers a variety of voices that reflect Canada’s linguistic and cultural diversity	A) Percentage of television audience share, including discretionary and over-the-air services, permitted to be controlled by one entity B) Number of radio stations an entity is permitted to own or control in markets with fewer than eight stations C) Number of radio stations an entity is permitted to own in markets with at least eight commercial stations operating in a given language	A) No more than 45 per cent B) No more than three stations operating in that language, with a maximum of two stations in any one frequency band C) No more than two AM and two FM stations in that language
Canadians have access to a diversity of opinions as a result of CRTC policy on cross media ownership	A) Number of companies that may simultaneously own local newspapers, local radio and local television stations serving the same market B) Number of companies that may control all television distribution services in any given market	A) Zero B) Zero
Local Program Improvement Fund (LPIF)	A) Total amount invested in the Local Programming Improvement Fund (LPIF) B) Minimum number of hours of local programming maintained in rural areas as a result of LPIF C) Number of non-metropolitan communities receiving LPIF support	A) Approximately $100 million annually B) Seven hours per week in non-metropolitan, anglophone markets; five in non-metropolitan, francophone markets C) 78 stations in non-metropolitan markets

Planning Highlights: Broadcasting Sector

Competitive radio licensing hearings
In 2011–12 the Commission issued calls to consider granting new licences in the Miramichi, Calgary and Toronto markets. The Commission also announced that it plans to issue a call in the Winnipeg market in 2012–13. These hearings will help the Commission determine whether new radio stations should be licensed in these markets to improve access to Canadian programming.

Satellite radio licence renewal
In 2012–13, the CRTC will undertake a public process to renew the licences of satellite radio services. The public consultation will allow for a discussion on the role of satellite radio in the future and will help set the appropriate requirements to impose on these licensees.

CBC licence renewals
In 2012–13, the CRTC will undertake a public process to renew the licences of the Canadian Broadcasting Corporation’s English- and French-language radio and television services. The public consultation will allow for a broad discussion on the role of the national public broadcaster in the digital environment.

Implementation of the Broadcasting Distribution Undertaking (BDU) and Discretionary Programming Services Policy
In 2008, the CRTC established new policies to ensure its regulatory frameworks for BDUs—which include cable and satellite television providers—and discretionary programming services are appropriate for a multi-platform digital environment. The majority of changes came into effect on August 31, 2011. The updated regulatory framework will ensure that Canadians have access to a greater choice of high-quality Canadian programming.

Implementation of the new policies for community television and community and campus radio
In 2010, the CRTC issued new policies for community television and community and campus radio. The CRTC is implementing the policies through conditions of licence and changes to its regulations governing radio, television broadcasting and broadcasting distributions. These policies will ensure that the community broadcasting sector makes a strong contribution to the achievement of the Broadcasting Act’s objectives.

Market monitoring
In 2012–13, the CRTC will monitor the financial and market performance of the Canadian communications industry and its participants. Moreover, the CRTC will continue monitor online and mobile programming services as well as their impact on the Canadian communications system. In the year ahead, the CRTC will develop reporting requirements for these programming services, and continue to work with the New Media Reporting Working Group to facilitate the development of standardized metrics and measurement tools.

Dispute resolution
The CRTC will ensure fair treatment for independent broadcasting distribution and programming services that must compete against strong, vertically integrated competitors. To do so, the Commission aims to resolve disputes between parties in a timely fashion (using arbitration as and when appropriate), and rule on dispute-resolution applications on an expedited basis.

Data collection
The CRTC will continue to provide accurate and valuable domestic and foreign information to the broadcasting and telecommunication industries to help support proper regulatory development in Canada. It will also continue to collect data on key financial indicators including revenue, capital expenditures and other operational data, and publish its Communication Monitoring Report.

Online and mobile programming
The Commission will continue to monitor developments that pertain to online and mobile programming services, including technological advancements and market and consumer behaviour.

Accessibility
The Commission will continue to monitor how it can improve its regulations on the accessibility of broadcasting services through closed captioning, described video and audio description.

Program Activity 1.1: Canadian Telecommunications

Financial Resources ($ millions)

2012-13	2013-14	2014-15
17.8	17.6	17.3

Human Resources (FTEs)

2012-13	2013-14	2014-15
130	129	128

Note: The totals forecasted for 2012–13 and 2013–14 exclude the full-time equivalents related to the activities of the National Do Not Call List given that no funding has been identified after March 31, 2012.

Program Activity Expected Results	Performance Indicators	Targets
Canadians have increased access to service providers that offer reliable telecommunications services at just and reasonable rates.	Percentage of residential phone lines served by competitors of the incumbent telephone companies	Annual 2 per cent increase
	Percentage of Canadians that subscribe to mobile services	Annual 2 per cent increase
	Percentage of Canadians that subscribe to broadband Internet services (1.5 Mbps or higher)	Annual 3 per cent increase

Planning Highlights: Telecommunications Sector

9-1-1 enhancements
The CRTC is constantly monitoring ways to enhance the 9-1-1 system and make it work effectively across telecommunications platforms. In 2012–13, the CRTC will work with the industry to test a new process that is designed to improve access to 9-1-1 services for people with hearing or speech impediments.

Numbering resources management
Overall growth in the telecommunications market has created a need for additional telephone numbers in Canada. The Canadian Numbering Administration, on behalf of the CRTC, monitors the availability of telephone numbers in each area code. As needed, the Commission establishes planning committees to develop relief proposals for anticipated shortages. Relief implementation will take place in 2012–13 in a number of area codes that are nearly exhausted: 204 (Manitoba), 250/604/778 (British Columbia), 289/905 (Southern Ontario), 306 (Saskatchewan), 416/647 (Toronto), 819 (Québec) and 902 (Nova Scotia).

Model municipal access agreement
Competition in the provision of telecommunications services has led to a greater number of carriers requesting access to municipal properties for the purposes of installing, operating and maintaining telecommunications facilities. This demand has resulted in municipalities and carriers negotiating and entering into multiple municipal access agreements (MAA), which can consume a significant amount of time and resources for both parties. Considering that a model agreement would benefit both carriers and municipalities, the Commission has tasked the CRTC Interconnection Steering Committee with developing the terms and conditions to be included in a model MAA.

Retail and competitor tariff notices and intercarrier agreements
Each year, the CRTC receives more than 500 tariff notices and requests for approval of intercarrier agreements. Tariff notices may pertain to the introduction of new services, changes in rates or conditions of service, service withdrawals or the replacement of existing services by new functionalities. Intercarrier agreements concern the interconnections of telecommunications networks or the provisions of certain services. In 2012–13, the Commission will conduct a timely review of these tariff notices and agreements in light of relevant regulations and policies.

Voice over Internet Protocol (VoIP) 9-1-1
The Commission requires VoIP providers that offer local telephony to offer 9-1-1 services to their customers and inform them of any limitations associated with such services. In 2012–13, the Commission will continue to educate new VoIP providers to ensure that they understand and comply with these obligations.  

Internet traffic management practices (ITMPs) complaints
Internet traffic management practices are used by Internet service providers (ISPs) to manage network traffic. Such practices can directly affect users’ Internet experiences. The Commission’s policy concerning the use of ITMPs requires ISPs to inform consumers of their practices so that end users can make more informed decisions about the Internet services they purchase. In 2012–13, the CRTC will continue to address complaints concerning ITMPs, and enforce compliance with the ITMP policy, according to guidelines published in September 2011.

Resolutions of competitive disputes and other issues
As a result of increasing competition in the Canadian telecommunications industry and in keeping with its powers under the Telecommunications Act, the Commission has refrained in recent years from regulating a significant portion of the marketplace for telecommunications services. In parallel, the Commission adopted several major regulatory policies which reshaped many aspects of Canadian telecommunications. In this new environment, the Commission must address a greater number of applications from industry participants to assist with competitive disputes and clarify policies. Effective and timely Commission actions in response to such requests are crucial to ensure the marketplace continues to provide Canadians with high-quality telecommunications services. In the coming year, the Commission will respond to formal applications from industry participants according to its service objectives. 

Accessibility
The Commission will continue to consider ways in which it can improve its regulations on the accessibility of relay services, emergency telecommunication services, mobile wireless services, customer information and support, closed captioning, described video and audio description.

National Do Not Call List (DNCL)
The CRTC launched the National DNCL in 2008 to help ensure the privacy of Canadians and reduce the number of unwanted telemarketing calls they receive. In 2012–13, the CRTC will:

• manage the National DNCL Operator
• submit an annual report to Parliament
• investigate complaints and enforce the Unsolicited Telecommunications Rules
• use inspection powers to expand its compliance options
• pursue outreach opportunities to educate consumers and telemarketers about the National DNCL and its associated rules, and
• promote co-operation among international agencies to facilitate enforcement of the telemarketing rules in their respective countries and across different jurisdictions—as it did in October 2011 when the Commission and the Australian Communications and Media Authority launched an International Do Not Call Network.

Spam Reporting Centre (SRC)
The Spam Task Force tabled its report in 2005, making several recommendations, among them the creation of a Canadian spam repository. This repository would enable Canadian Internet users to report instances of spam, malware, and a host of other violations listed in the new anti-spam legislation. Although the SRC was originally intended to be managed by a private-sector partner, the CRTC has since assumed its regular operations. The synergies of the laboratories and systems being built for CASL are easily leveraged for the creation of the SRC.

Planning Highlights: Internal Services

Financial Resources ($ millions)

2012-13	2013-14	2014-15
17.9	17.8	17.7

Human Resources (FTEs)

2012-13	2013-14	2014-15
168	167	166

Program Activity Expected Results	Performance Indicators	Targets
Improved website that provides relevant, easy-to-find content	Conduct usability testing with industry and consumers on key areas of the website	Usability testing to be completed by the end of the second quarter of 2012–13
	Develop a CRTC strategy that meets accessibility standards	Complete the second phase of the CRTC’s plan to meet Treasury Board’s accessibility standards for government websites
The CRTC is an expert, innovative and effective organization	Continued implementation of the CRTC's continuity plan as part of the Public Service Renewal Action Plan	Talent development plans are in place for all employees; continuity plans completed for all leadership positions
	The completion of the CRTC’s job rotation exercise for non-EX staff members	Job rotation is implemented by the end of the second quarter of 2012–13
	Successful delivery of the newly designed in-house training program on strategic thinking	The first course on strategic thinking will be delivered in April 2012; additional training will be provided throughout the year

Enhanced information technology (IT) management 
The CRTC will continue to harmonize its IT planning process to reduce complexity, promote system integration and optimize service delivery. The CRTC will complete a three-year IT strategic plan to improve its electronic-communication capabilities and deliver enhanced services.

Public Service renewal
Nearly 30 percent of the Commission’s workforce is eligible to retire in the next five years. As a result, the CRTC has enacted a three-year strategic human resources plan to develop and retain employees with the skills, knowledge and expertise necessary to support the organization. The Commission will continue with important initiatives such as leadership-development training, strategic-thinking training, a job-rotation exercise, employee orientation and ongoing professional development.

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